At the start of a project, it pays to invest time in setting your team up for success. And, sometimes, you will want to create a set of team ground rules.
In this article, we’ll examine:
I have split our Ground Rules agenda into five parts:
The first two parts of our agenda are covered in large part (but not entirely) in this short video:
Ground rules set out a code of conduct for a team. They explain the behaviors that everyone needs to follow. In this way, they determine what is acceptable or not, within your team.
With a good set of ground rules, everyone knows what you and their colleagues expect of them. This not only creates a basis for consistent performance. It also establishes a baseline for fair treatment of your team members.
Gound rules are one (very important) part of your wider project culture. Take a look at our article, Project Culture: What it is and How to Craft it.
In a Project Management environment, the team’s ground rules are likely to be a part of a wider Team Charter. This would include things like:
Team behavior norms are the unwritten rules that team members follow. They are generally-accepted patterns of behavior. Establishing your team behavior norms is an important step in moving your team to high-performance mode.
They often take the form of unstated, implicit rules. So, breaking them incurs displeasure or even social sanction.
Ground rules create a formal articulation of the norms you want to encourage.
Here is a video on our sister channel, Management courses, about Establishing Team Behavior Norms.
Developing team norms is a natural part of the group development lifecycle. For me, Bruce Tuckman explains it best. Here are links to our article and video on the Tuckman Model of Group Development.
Most professional bodies have some form of code of ethics or formal code of conduct. For example, here are links to the:
It makes good sense to me, for your team’s ground rules to draw on these kinds of documents. In particular, if one of these organizations – or their qualifications – is endorsed or required by your organization, start with that one.
You may also like our feature article, Ethics: What’s the Code of Conduct for Project Managers?
In many modern organizations, the requirement for inclusion of all members of the workforce is embedded in policy and organizational values. This is as it should be. But, if you don’t have such a foundation, I would recommend strongly that you consider incorporating this into any team ground rules.
We have three resources that will help you:
It’s an obvious question to ask: how are ground rules related to the mission and vision for your team and your wider project? Clearly, they must align. The simplest way to think about this is:
Ideally, your team should create its own set of ground rules, rather than the Project Manager imposing them. But, of course, some contexts will demand certain ground rules apply.
Examples of these are where you are working in domains of high security or where there are safety-critical activities. But even here, you’ll usually find that, once team members understand the priorities, they will set appropriate ground rules for themselves.
Teams will always be more likely to accept and abide by ground rules they’ve set themselves. A good set of ground rules will establish clear expectations and reduce uncertainty and ambiguity.
However, where is a team is familiar with one another – or where they all come from the same prevailing organizational culture – it is quite possible you will not need to set ground rules at all. They will be implicit in the existing norms of behavior – how people already expect to work together.
The time to determine your team’s ground rules is as early as possible. As soon as your team feels familiar enough with one another to start a difficult conversation. We have some great resources to help you with the stage of creating a new Project Team.
Here’s a basic process I would use to set Project Team Ground Rules:
It’s up to you (well, better, your team) to decide what to include. But, your ground rules are likely to cover things like:
If you have fully involved your team in creating their Ground Rules, you don’t really need to ‘communicate’ them. Rather, you need to make them available. I recommend a blend of some (or even all) of these:
However, if you have created your Ground Rules alone, or with a small group, these are not enough. Dumping a set of rules on people rarely goes down well. And it often causes a strong backlash.
So, in this case, you’ll need to get the team together and speak with them. You’ll need to brief them on your Ground Rules. And the sequence of topics I would recommend is:
After this, you can publish the ground rules, as I described above.
I know this is going to sound a little repetitive, but…
I recommend (strongly) that you start by involving your teams in setting their own ground rules. This way, they are likely to both respect them and help enforce them, by exerting peer pressure on one another.
The other thing that is evident is the importance of living the ground rules yourself. You absolutely must set an excellent example. Conspicuously abide by every last detail of the ground rules. One tiny infraction on your part will massively undermine both your:
People tend to follow their leader. They are more likely to do as you do, that as you say. And, of course, they will respect you only to the extent that what you say and what you do align.
Don’t turn a blind eye to someone breaking the rules. That will lead from small to larger breaches, as people learn that you seem not to care. And, where is the boundary between small breaches and large? The nature of ground rules should obviate the need for value judgments between minor and serious.
However, none of this means you need to (nor should you) come down hard on every minor breach…
It’s your responsibility as Project Manager (and team leader) to enforce the ground rules and deal with violations. But, the team will often do this for you. If they don’t – act quickly, but in a measured way. At the extreme, you may need to discipline a team member – or remove them from the team.
But, to my earlier point, your default response to minor breaches should be a quiet word. I would hope that this will almost always be enough to reset behaviors. And, by starting small, you have a proper escalation route.
Of course, things can get bad. The result will be some form of conflict, between either:
We have a number of resources to help you with conflict management:
And, for a thorough grounding, we have our training program: Dealing with Conflict in Projects – A Practical Introduction to Conflict Management for Project Managers.
Conflict is an inevitable part of project life. And it’s not always bad.
But, often, it is.
It can be stressful, harm productivity, spoil working relationships, and lead to damaging behaviors.
And fixing it is down to you…
So, this course will equip you to:
Use Code: OPMC-READER at checkout to get 30% off.
Please do share your thoughts about ground rules in the comments below. I look forward to responding to any contributions.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 14 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
Please log in again. The login page will open in a new tab. After logging in you can close it and return to this page.