Engaging Your Project Team

Video Activity

In this lesson, Subject Matter Expert (SME) Kelly Handerhan discusses what you can do as Project Manager to engage your project team and to put these important assets to good use so that your project will proceed smoothly with positive involvement from every team member. It is important to meet with team members on a one-to-one basis so that you un...

Join over 3 million cybersecurity professionals advancing their career
Sign up with

Already have an account? Sign In »

2 hours 27 minutes
Video Description

In this lesson, Subject Matter Expert (SME) Kelly Handerhan discusses what you can do as Project Manager to engage your project team and to put these important assets to good use so that your project will proceed smoothly with positive involvement from every team member. It is important to meet with team members on a one-to-one basis so that you understand their strengths and skills and what is necessary for them to succeed. Handerhan explains the importance of having a best-practices session at the beginning of the project that involves everyone and values their idea so they have buy-in. She discusses the importance of team building activities outside of the office, which can be valuable if not overdone. You will learn how to: - meet the needs of your team members - resolve roadblocks to their success - find ways to meet and exceed their expectations - connect with them before you ask something of them - gain the trust of your team members - keep the vision, keep team members motivated, and keep the end goals of your project in mind - solicit information from your team as you go along - keep the team engaged through an incentive program - make sure team members feel invested in the project - consider staff development in addition to project goals - understand the different types of motivating factors and how effective they are

Video Transcription
now continuing this theme about working with our team, looking at some additional ways to engage them. You know the success of my project. I'm not the one doing the work. So how my team performs is a direct reflection off my skills as a project manager. So I've got to make the most
when we get started. One of the things that I like to do is I like to meet with my team members. One on one
doesn't have to be a two hour meeting, but I do want to meet with my team, win possible face to face or again videoconference or some other means off using virtual technology. But I want to meet, and I want to find out.
What can I do for you? How can I help you be successful? What are your goals as a result of this project? Would her skills that you have? What skills would you like to develop? Because the happier my team is, the better they perform, Use your staff
delegate, work to them,
find people people like responsibility. Now there's a fine line between keeping a bunch of work on somebody and helping develop someone else's skills and I think most of us know the difference. But when people see that they have a chance to develop their skill set to advance, to improve,
many people welcome that idea. Now that doesn't mean
that I asked for 18 hour days out of my staff. But when it comes to an opportunity to assist in a field that they've been interested, for instance, I have a friend of mine who was working on a project. He's an I T security professional that wanted to get into forensics.
So when there was a forensics investigation and this wasn't necessarily in a project, this was more within the organization.
But he was allowed to kind of tag along
from a distance, a reasonable distance and observe some of the things that were done in the forensics, the process of collecting evidence. So it was very valuable because, first of all, it let him see. OK, this is boring. I don't want to do it or this is interesting. I do want to continue, and these would be the things that I would be doing.
People like to advance and group.
For the most part,
your team members don't want to feel stagnant. Now again, I make some generalizations. There are people that like the status quo. And you've got to be able to identify those thes air, not the people that are gonna jump at the chance to go to that conference. Or, you know, Thio shadow somebody in a different field would never.
Honestly, the most important thing is understanding people are different, respecting their differences and finding out howto work with those use your people connect with your team members. You know, somebody that comes in and barks out orders is not gonna be a successful project manager. You know, you can rule with an iron fist on Lee for so long.
And if you go back and you look at people that you've worked for throughout the years, and I have worked for many different people, whether they were
clients, customers, sponsors were direct managers. Ball says whatever you want to say. And there some that stand out in my mind as people that I would jump at the chance of working for again. I already mentioned ah previous manager that I worked for back
a few years ago when I was 18 But I can I can go through. And I could name maybe
five people that I've worked for directly that I would work for in any circumstance, regardless of salary. Again, salary isn't always the best motivator. So you want to make that connection with your staff? That doesn't mean that we've got to be buddies and go out on the golf course together. But it does mean that I need to convey
that I value you as a team member,
that I respect what you bring to the table, that I am here to facilitate your success. These air, the ideas that I want to communicate my staff. Keep the vision, keep your staff motivated, let them know and again, uh, have to go back
to where we're going. You know, the journey of 1000 miles begins with a single step,
but there are a lot of steps after that, right? We got to keep people. Here's where we're going.
Solicit your team from information we talked about after the project's over, debriefing your staff, but then it's too late to fix problems. Keep your team engaged, make sure that they have a forum in which they can provide suggestions. There should be an incentive program, perhaps
for suggestions that are implemented. A lot of companies do that
because the people that are in the field doing the work, these air, your trusted team members. They're the ones that go. You know, if we did it this way, it would save us a lot of money. And if they don't have a forum in which to voice those suggestions, those suggestions die. So we want to encourage communication between our team,
make sure your team is directly involved in delineating activities and tasks, breaking down this broad scope of work in the actual processes that have to happen again. As a project manager, I don't have to know everything right. But I have to know who to ask, and I need those subject matter. Experts
in my environment
let them be involved in estimating activities in determining number of resource. Is that air necessary? Getting an estimate for budget? Those ideas are important, not to mention the fact that it encourages ownership for the project. I did sales at one point in time, Ah, long time ago,
and if you think about maybe you've walked into a jewelry store before and you're looking at purchasing a ring. One of the things that the sales people will do is they'll take the piece of jewelry you're looking at and they'll put it in your hand
and we'll say, Try it on.
Or there are a couple of car dealerships that will actually let you take the car home before signing the papers and bring it back the next day again, assuming you meet all the checks that they're gonna run on you,
Why, why in the world would I let you drive that's car off my property without you signing the papers that it's yours? I want you to wake up in the morning and see that car in your garage instead of that beat up Pinto that was there yesterday, right? You got this brand new shiny blue convertible that's
That screams midlife crisis all over it and it is in your drop has my car. And what happens when your neighbor gets out?
You got a new corps. That's awesome.
My right. So what I want to do is I want to give that to my team. This is your project. This is your activity. You're responsible for this when this thing is a success that all comes back to you. Ownership is huge. Make sure you consider the development of your staff.
Make sure you know that, yeah, there Project goals. But individuals that are doing the work, they're there for a reason. And their reason is not always the end of the project. Most people are fairly self centered.
Uh, in that What? What do I get out of this? Because, honestly, if I didn't get anything out of it, I wouldn't be here.
It's not always money again. We've already talked about that.
As a matter of fact, there's a theory. If you're familiar with Hertzberg, he has a theory that essentially says they're two factors in the workplace there motivational factors and there would have called hygiene factors. And the hygiene factors do not motivate.
They will de motivate if they're absent, but they don't motivate
hygiene factors would be things like security at your job.
my job isn't going anywhere. Well, that doesn't really motivate me, But if I feel like my company's closing or they're looking to replace me,
that de motivates me
having good management,
you know, just having or a formalized management structure that doesn't necessarily motivate me.
My salary. And many people think, Oh, money's always motivator. No, I've been making the same salary for the same year. That's not the reason I get up and go skipping into work every day. It just is,
if I make a lousy salary, that de motivates me. So once again, we go back to what's really driving people success affiliation, feeling like they belong self actualization. I was put on this planet to manage projects. You know, those sorts of things
or what keep your team going,
the ability to grow. I want to know that there's advancement. You know, one of the questions I love to hear from interviewees when I'm conducting an interview is one of my opportunities for growth. You know, How can I develop at your organization? You know,
really, that's an important idea, because that tells me you're not short sighted. Many people are not right. Many people are thinking for the future. I want to grow, have a best practice session at the beginning of the project, make sure we know what our practices are. You know what our structure is?
Get your team members involved in coming up with these best practices again. They get ownership that way.
You get by in and you want your team to buy into. The process is
you know, whether there's basic as
You know? What do you guys think we should do about cell phones and meetings?
All right, you think? Should we allow him or no,
you know, No, Let's have Ah been where everybody puts their cell phone before they leave. That's probably not a good idea, but at any rate, you get the point, um, timeliness. Reporting. What type of documentation? What sort of how do we deal with conflict? All those issues. Let's get the best practices. Let's make sure Team knows the best practices.
Let's make sure they have value.
This concept has kind of come and gone throughout the years. I don't know if you remember back in the nineties, when thes team building exercises were huge and we drop our management team off in the middle of a forest and if they survive, they'd come out on Monday. Best friends, whatever you know, they're different schools of thought on this and how far you take it. You know,
sometimes having activities
outside the workforce. People
maybe don't always manage appropriate boundaries. So you wanna be careful, the type of environment, and you have to be very sensitive. You know, going out to a bar on Friday afternoon may not be the best team building activity. You know, it really is kind of encourage.
I'm just gonna leave it to your imagination is probably not the best team building activity. You know, one of the things taking the staff out to lunch on a Friday afternoon. That's usually fairly harmless.
Be careful, because if you do these things too frequently, then it just becomes another something I have to do for work. I got to go to the bowling alley and bowl for three hours, because if I don't, I'm not a team player. You know, you don't want to heap additional burden on your team,
and you have to be aware enough to know.
Um, that that may be the case. One of the things you could do is okay monthly. We're gonna have a team building exercise. What do you guys think would be fun? Get feedback from the team. Sometimes it's very hard as a project manager toe let go of a little control to let your team make some decisions, but you'll be better off if you do.
Up Next
Practical Project Management

In the Practical Project Management course, Subject Matter Expert (SME) Kelly Handerhan discusses the importance of effective Project Management in the enterprise.

Instructed By