Project leader to lead the team should pay attention to what?

Lead: team members from different departments, you are not their real boss, how to lead the team to do a good job? Experts suggest that we must first change the concept. What you need is not what your team members think of you

You host a conference call to discuss the project schedule, deliverables and deadlines. You hang up and are content with what you have said about everything in the list. But after some time - maybe a few minutes, maybe a few days or weeks - you find no one really does what it means.

Listening to familiar? When you lead a team from different departments, as well as a team composed of your peers, people are only you from life is unlikely. Actually, you do not need to listen to your colleagues and subordinates - you need them to give advice and suggestions, voluntarily cooperate and participate together.

How can this amazing combination be won? The results are hard-won, and the inherent challenges may explain the results of a survey conducted by training company ESI International. The survey found that 83% of surveyed companies experienced a shortage of project managers. Or it could also explain a 2012 study by Dell Carnegie, which found that 26% of employees are completely off work and 45% are only partially involved.

"No one cares about your deadline, and they care about the goal," said George Blatter, executive coach and author of First-Time Leader. "It is up to them to work together to create a common goal and to move toward that goal, but the school will not teach you this."

The key is not your own thoughts

The first step is to change the thinking angle. Stop making plans and let people act according to your wishes. You have to understand that their ideas may be as valuable as yours. You are well aware of the project's goals and background, but it is your job to communicate to them a broader level of mission and to understand their part of the overall project's role.

"To make no mistakes at this point, we must sincerely believe that the person you entrust can do better than you," Blatter said. "You have to point them in a clear direction, give them resources, train, and let them go."

This means that early in the project will begin to listen to the opinions and suggestions of others, but also this approach throughout. He said: "It can not happen overnight. It is a series of iterative dialogues that must be sustained."

Peter Breghman, chief executive and consultant for leadership team, said he had worked with a senior executive who led a $ 500 million business line who was struggling to get what he needed from his company's marketing chief . It turned out that the person in charge of marketing feel that they have not been respected, the idea has not been taken seriously. This stalemate has caused damage to both the individual and the company as a whole.

"No matter how you gesture, you can not get him to do what he wants," said Bregman. "Neither can we use power, nor can we compete directly with him."

Establish one-to-one relationship

If you understand team members and have established close relationships with them, your leadership of the team will be even more successful. Prepare a list of five or ten people where your work is or where your entire company is likely to be assigned to you. Then proceed to understand them.

"The most important thing is to develop a close relationship with them when you do not have access to others," said Bregman, "and personal relationships are the single lever that makes anything happen."

Concerned about the lives of others, to share their bit by bit, take the initiative to provide help, life kind point. And for those who have a holiday with you, it's time to rebuild old things - your future is likely to be tossed together.

If you're assigned to the leadership role without knowing the entire team, take the time to understand each one, know each other's priorities, and have a first hand understanding of them. If you can not face to face, you can go back and find the next choice of video conferencing.

"No one wants to be a small rack on your gear," said Bregman. "Your goal is to turn them from a task on your to-do list into a real relationship that creates a climate in which two people work together."

The senior executive who was troubled by the company's marketing chief finally spent time with him out for dinner. Soon after, the two started a good cooperation.

Make sure the entire team is involved

When you are the person in charge, you may feel that you should have all the ideas and answers. In fact, your job is to rein in your team's collective thinking so that it serves the company's interests.

This means seeking advice. People like to give advice; it makes them feel valued. Braggman said: "When one listens to the opinions of others, not only has a good idea, but also established a relationship."

Be sure to follow up afterwards. If you have adopted the opinion, please be sure to let them know the result. If you decide to adopt a different strategy, explain why, and explain how his opinion affects you. Do not just leave behind, expect each other will not notice.

In the project promotion process, the core tasks should be given top priority. At that point, the core task should not be completely taken by one person, but rather by the entire team's discussion. "It's not a problem," Blatter said. "Instead, implant yourself in their hearts."