Team Leadership itself is not hard. What makes it difficult is fitting it in among a load of other project priorities that are facing you. You’re under pressure to do this and do that. So, you often default to a combination of doing it yourself, telling people what to do, and getting annoyed with a general lack of progress.
And, if this is your first opportunity to lead a project team, you want to do well. So, these pressures can mount up and suck the energy out of you.
In this article, I want to hone down to the four essentials of project team leadership. None of the fancy stuff. Just the four things that make the biggest difference.
Team motivation is a tricky topic for some project managers. Often your project team is drawn together at short notice. People don’t know one another, and don’t have a formal responsibility to do as you ask. So, when your project is under pressure, motivating your team is the only way to enhance their performance.
The challenge of team motivation is the reality that the things that motivate us are as many and varied as we are. Different people find different things motivating, at different times. So there is no easy one-size-fits-all formula, which you can quickly apply.
The good news is that you can understand the many things that with motivate your team members, from a very simple framework. This is another of our giant guides. It will give you a comprehensive overview of what motivates team members. And in our next article, we’ll look at how you can motivate individuals, with personal leadership.
The Tuckman Model of group development should be essential learning for every project manager.
As a project you are constantly taking new groups of people and aiming to forge a successful team. Bruce Tuckman investigated this and gave us arguably the best model of group and team development. It’s famous for its Forming – Storming – Norming – Performing stages.
Dr Mike Clayton is founder of OnlinePMCourses.com.
Here, he answers this question, in under 5 minutes.