Note: This Post is by Vaughn Frost, PMP, Chief Architech at Delegata
In Project Management, the definitions of communication include that of spoken and written information ; as well as, the more subtle body language and behaviors of an individual. Many times, we tend to think of communication as a schedule of what intervals and what kind of meetings are to be held and how pure information is to flow. This is important and essential; however, the key to forming a high performing team has little to do with this.
While the project management communication plan must include all the types of communication (email, phone, meetings, etc), the project manager must also take into account what is the most important aspect – that of what motivates or drives individuals on a day-to-day basis.
We must keep in mind that there is a history of organizational departments, process, and people that are not always in sync with the at-hand project to be performed. That is, the individuals that become a part of a project have more than just the day-to-day technical and business demands on their mind. As an example, the project manager may find that the makeup of the team includes organizational rivals with a feeling of betrayal upon their position in the project. As well, each individual has a ‘life’ outside of work and is weighing the project against those personal needs at all times.
While the project manager cannot solve every need and issue of a team member, he can communicate with each team member. While project communication is estimated to be 90% of the project manager’s workload, the interpersonal communication portion can easily be almost all of that 90%.
Listening with an eye on what is really the bottom line for the team member is essential! Bear in mind that this type of communication may not yield a clear family or personal account; and, it is not appropriate to dig too deeply. However, body language, restrictions on time, and perhaps some personal accounts help to understand how that team member feels about his/her engagement with the project.
I have found that listening and acting on what is heard clears up nearly all team member issues. The project manager must account for the truth in the project without lowering individual performance. Thus, being truthful and thoughtful are aspects of the project manager that are rewarded with trust and confidence from all team members.
For the sake of a well-performing team, it is best to listen to the needs of each team member and adjust the project tasks to meet the sponsor’s needs and; at the same time, accommodate as much as possible the needs of the individuals.
Life Experience:
Years ago, I went on a rafting trip having numerous class 5 rapids. Upon taking my spot on the 8 person raft, we all went through some preliminary evaluation by the guide. For me, I was 100% giving my every effort in every paddle stroke. In fact, I was overpowering my side of the raft much of the time. The response from the guide was: “Keep up the good work, I know what to expect from you”. In other words, he knew exactly what I was willing to do and what I was capable of. These allowed him to adjust his tasks for each team member on this rafting ‘project’ to navigate the dangers of the river. He took the time to know what each team member was capable of and wished to do.
Vaughn Frost, PMP
Chief Architect at Delegata
Accomplished Project Manager / Team Manager / Data Architect with senior level experience in Infrastructure / GIS / Integration projects, large-scale world-wide projects and diverse industries.
See Vaughn's LinkedIn Profile for more information
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