First impressions are difficult to correct so, while you are in the beginning stages of a project, set a solid foundation. As you kick off the project with your team, the following are tips and considerations you can incorporate into your session.
Begin with the team. Ensure that you have the right people on the team, and demonstrate leadership backing. Once a team is established, take the time to start it off well. Enhance engagement by ensuring that all team members quickly get to know one another. Pay attention to those individuals who are less familiar with established groups. Team-building activities may actually heighten the isolation of some people – particularly shy individuals who are newer additions to the company.
As the team develops, they will go through all of the stages (Bruce Tuckman’s 4 Stages of team development: Forming, Storming, Norming, and Performing). And, if the team has a limited timeline, there may also be some signs of mourning (Bruce Tuckman’s additional stage: Adjourning). How the team copes with each stage will not be known at the beginning of the project, but developing team norm and setting expectations can help to alleviate the stresses associated with the process. As the project evolves, there will be changes and a need for close communication among the team members. Iron out how communication will flow as well as other technical details (vacation schedules,
Start with a clear understanding. To help build clarity of vision, have the team devise their own “Elevator Speech”. This will not, of course, limit or prescribe how the team members describe the purpose of the team to their friends and co-workers, but it will be of use to ensure a strong understanding among the individuals. And, you will be surprised that the speech will end up used by team members outside of the team setting, as it is much easier to re-use it than coming up with explanations off the cuff.
It would be ideal for all team members to have been involved in the root cause analysis that spawned the project. Where that isn’t possible, I recommend that the root cause and purpose be reviewed, so that the team members know the problem they are trying to fix. This, and strong connections to the business (thus maintaining a feedback into the current state), allows the team members to make optimal decisions and generate maximum value for the customer.
Generate a common goal. Aim all team members for the same defined end state and the same understanding of the value and benefit to the customer. It’s not all about the problem; ensure that the team members are translating the outcomes similarly (within reason). Creativity and options should not be limited at the beginning, but the vision of success should be shared across the team to avoid people working at cross purposes. Acknowledge the scope and share how the scope’s inevitable changes will be managed.
Demonstrate trust. You cannot build transparency into the project, be honest from the start. Facilitate discussions that solicit the team’s concerns (“what is going to keep you up at night”) to bring them out into the open. Risks can be better managed when they are visible. Openly discuss what is it going to take to get the project complete. Where are the team’s strengths? What does the team expect will have to be sacrificed? What will be lost? Guided discussions that acknowledge choices, concerns, and strengths makes the process more transparent and allows the team to target and manage risks.
Starting teams on the right foot is great. But it’s never too late to create a good beginning. Each moment of every day, you can start anew. Take the time to set expectations, communicate openly and honestly, and generate a passion for success.
All the best in your journey!