Project team success depends on a number of variables, but
the one that shows up as most important involves the
willingness of team members to collaborate. And
collaboration requires a belief that there is plenty for
everybody. And it's tough to spot as the reason a highly
qualified, highly resourced, experienced, interdisciplinary
team just did not click.
A story to illustrate, followed by eight recommendations
for project team selection and success.
A client asked me to work with a team that just didn't meet
expectations. A critical project, lots of resources,
clearly defined roles, clearly stated objectives,
experienced people that could see the problem from many
sides, more than enough time and money resources and top
management visibility; this team had it all. And yet,
output just didn't meet what was expected - the team
members agreed expectations were high, but achievable.
So what was the problem? In many of these kinds of
situations there are any number of factors that can lead to
poor performance. But lack of collaboration and sharing is
always at or near the top. In this case, it was the single
over-arching reason for the lack of performance. In this
team of six high achievers were two that had been highly
successful as individual contributors, but had little
experience - or interest - in working in a collaborative
setting. Their input was critical to the team, but they
were reluctant to provide much, unless they received credit
and recognition for their individual contributions. The
other four members of the team were used to sharing, had
been successful at it, and assumed all team members shared
that value. Wrong. These two highly successful individual
contributors saw the others as competitors - competitors
for credit, recognition, rewards.
They really didn't believe there was enough for everybody.
And because of that belief, there wasn't. Every member of
the team ended up keeping their cards and self interest
close to their vests, and little information and sharing
occurred. Little leverage.
It only takes one or two negatively competitive types on
any team to really screw it up. That had happened with this
team.
I'd like to report that the two "not enough for
everybody's" were turned around.. They weren't. They were
released from the team and replaced by two people with the
ability to collaborate and share - and the team ended up
meeting expectations.
The belief that there is plenty for everybody is the
cornerstone to collaboration and sharing. With the belief
that there is plenty for everybody, there will be! Without
it, there never can be enough. It's the difference between
a glass half full or half empty. It's the difference
between optimism and pessimism. It's the difference between
sharing and hoarding.
So what to look for in project team members to ensure that
collaboration and open communication will occur?
1 - It goes without saying that experience, education,
industry experience, technical skills, are all critical - I
don't care how collaborative and sharing someone may be -
or how much they may believe there is plenty for everybody
- if they aren't perceived as bringing "chops' to the
table, they can't contribute, and the seeds of discontent
may be sowed among the other members.
2 - Look for people who are successful and collaborative
not only in their work, but outside their work as well.
Collaboration skills can be learned, but instinctive
collaboration and sharing provide a huge head start. There
is no better way to build collaboration skills than to work
on volunteer committees, boards, church groups, non profit
organizations.
3 - Remember there is no "I" in "We." Look for how
accomplishments sre described. Does the person refer only
to themself, or are they generous in their recognition of
the contributions of others.
4 - In describing accomplishments, spend time getting to
the need for sharing and collaboration in their
accomplishment. Are they aware of the contribution of
others. Do they seek out individual contributor roles or
roles requiring group skills and abilities?
5 - Get an example of when they were a good follower - what
does that mean to them? How did they perceive their own
performance in supporting roles to others? Have they
demonstrated the willingness and ability to follow someone
else, and be supportive?
6 - Look for people who participate in collaborative and
team sports or activities - where the group is dependent
upon each othet for success. This does not mean golfers and
tennis players and skiers don't make good collaborative
teammates, but basketball, football, baseball and softball
team membership provide more chances for supportive and
sharing behavior.
7 - Look for "givers" - people who contribute without
calculation of immediate reward. An example of this quality
is the mentor who gives to others without expecting
promotion, publicity or a raise in pay.
8 - And once the selections for the team are made,
institute a group recognition and reward structure - give
the team credit and recognition. Picking out team members
for special recognition is OK if something unique happens,
but too much of that behavior can breed competition in the
team - and that kind of competition reduces sharing and
collaboration.
Look at your own beliefs and the beliefs of your
organizations. If you see "me" behaviors - and you will,
work to establish the belief that there is plenty for
everybody.
----------------------------------------------------
Andy Cox helps clients align their resources and design and
implement change through the application of goals focused
on the important few elements that have maximum impact in
achieving success - as defined by the client. He can be
reached at http://www.coxconsultgroup.com and E Mail at
acox@coxconsultgroup.com
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