I need some advice. I am running a project currently that involves a number of different parties that are spread internationally and is quite complex but my issues with this project seem to fall internally.
The main problem is that the team do not speak at all. They sit in silence in meetings and even with a set agenda it is like pulling teeth in order to get them to talk. Some team members make decisions and I find out about them accidentally. It is something that I have never experienced before and I am not sure where to start with solving this. I have tried speaking to individuals on a 1:1 basis, via email, phone, in team meetings etc but I am not succeeding in building relationships.
Without prejudice are you a Leader! does the team see you as a leader and accepted you as the PM of this project. I have asked these questions cause these teams are probably running the project between them hence making decisions behind your back and unwilling to open up at your meetings. There is a problem and they are not telling you.
I would use a different approach since you have tried chatting to them one to one; email and by phone, it is not working cause they have their own agenda.
Try this:
Next meeting, prepare your agenda itemise what needs to be discussed and assign a person from the team to each and every item for them to address talk about that particular topic\issue etc.
Let them bring to the table their specialised knowledge engaging with the other members of the team and yourself to discuss and agree on the decisions. You as PM are not abdicating from your overall responsibilities it will demonstrate that you trust your team to jointly reach a consensus on decisions made. Use this new approach for every team meeting let them brainstorm issues, listen, you may not always agree but your argument must be better than theirs, knowledge is power.
I think what is lacking here is respect and acceptance and need to turn it around.
Prepare your agenda in advance to give them time to prepare !
See what happens, please let us know.
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Anonymous
Hi,
I think that there is definitely a lack of respect. I spoke to some of the other PM's yesterday evening about it all and apparently they have suffered the same issues with these team members. A couple of team members are extremely senior and I do believe that does not help the situation.
I really need them to share their ideas as the whole project is based on their knowledge being shared to make decisions and for them to stop keeping their cards so close to their chest. Will try a specific agenda and see what happens. Will let you know.
Give it a go, and see what happens whether these senior people are going to take up the opportunity to shine with their knowledge and add value to the project's direction!
If not and it is a big if, there is another route too. Use this one as a last resort and or make it as part of your team meetings to invite a Senior Stakeholder at your meetings that has a vast interest in this complex project, so at each of your meetings there will be a Senior guest member. Will they then keep silent, I very much doubt it.
Try formula one first- and then if no go for plan B as described above.
Some senior people find it beyond themselves to be part of a team and want to roost all the time they simply think they know best.. you are the Project Manager for this complex project and you must take control. Saving Changes...
I agree with Vasoula. I'd also add it doesn't look like you actually have a "Team", rather a lose grouping of resources assigned project tasks. It is always difficult to get a team spirit when your team is not colocated, would this be possible for your project? Is there a "critical" phase coming up where being colocated would be advantageous? Difficult not to talk when you are all in the same room.
If colocation is not possible and your project is going for long enough try getting HR involved to do some team building. Communication styles, Myer-Briggs profiles and the like are often good ice breakers to help address communication problems.
Then there is always the team lunch or after work drinks to celebrate a milestone. All go into the mixing pot of team building.
If a team in not speaking to you, there could be problem with any of the following,
a) You
b) With the team
First you should ensure that you yourself is not the problem, before trying to say that there is a problem with the team.
Best Regards,
Vivekanandan M Saving Changes...
Anonymous
Julie, I think it will be impossible for us to colocate as there are number of teams involved and the majority are shared resources. I am looking into the supplier sending the lead developer to work on-site. This is looking feasible at the moment.
Vasoula, I tried your approach today and it seems to have helped somewhat. I think it will be a mountain to climb but it is just the very first steps.
There was very little said only by one so I managed to get him on his own today and asked him if there was something wrong. Despite me directing part of the agenda he still only had one or two words to say. He has advised that he is extremely frustrated with the key stakeholder and that the KS is basically seen as a difficult and wanting things his way all the time with no discussion. Now I look at it from his point of view I can see that the KS is actually creating quite a lot of noise. It seems obvious now that the reason why he would pull away and deliver things alone was because he feels that the KS is interfering. I noticed that this afternoon he his cc'ing me on emails etc. There might be some bridges to build there.
I think that there are a lot of issues and it might take some time to sort them out but now I have an ice breaker.
Vivekanandan, I am not sure you have understood the discussion. If you would like to contribute further please do reread the posts.
Thanks
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Anonymous
Julie I should add thank you for the suggestions also and I am currently researching Myer-Briggs.
I am not at all surprised! in my many years of experience I have witnessed this innapropriate interference from Key Stakeholders. At least you got the real reason for the past relunctance to open up. You now know which stakeholder is causing issues - thats a little comfort as you can professionally manage him.
My next step would have been to slot a one to one meeting with this key stakeholder, not making excuses for their behaviour but perhaps he is untrusting, he does not fully understand, walk him through any issues he may have, his interference to such a level is not good for the whole project. There were split loyalties your team doing exactly what stakeholder instructed. Stakeholders can cause havoc!
We all have different personalities, extroverts, introverts etc but there should be one focus one direction looking same direction when it comes to delivering projects, issues can be resolved through Project Management and not by individuals working behind the scenes.
Vasoula
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Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Great discussion and well a tough job I would say. There are a couple of things you could do in my opinion in line with what Julie and Vasoula mentioned:
Ask open questions
If the key stakeholder is the true issue for their behavior take this as an anchor point and ask the team:
what they expect from you to handle this stakeholder
what they expect from you in general or how you can add value to the team in their opinion
In what way the project and they can be successful.
Make yourself vulnerable
May be it is a lack of respect or, as you are mentioning other pm's experience the same, they do not understand what the added value of you is to the team. Making yourself vulnerable by asking them what they expect shoudl normally open the discussion
SInce the team is international and as I assume located all over the world you might want to read the two articles below on communication
Please find attached the Belbin score card you could use to determine the type of people you have in your project. You can either fill out yourself per team member or ask them to fill out
Hopes this helps
Hans Saving Changes...
Sylvie EdwardsProfessor/Program coordinator| Durham College (DC)Whitby, Ontario, Canada
I have encountered something similar in one project before and what I ended up doing was rotate who the meeting facilitator was within the team. They then each get a taste of not being listened to.
I also get as many as possible to have items that they need to participate in a discussion on the agenda. I also work the minute taking around the group as well. Sooner or later they will have to step up.
As well, you need to go back to the roles and responsibilities. Has it been clearly explained what each was responsible and accountable for? How does this tie into their performance evaluation? The carrot and the stick approach might be of some help ... at least to make it look as if there are consequences.
Another remedy which works is to set some clear team norms that each and everyone has to agree to. That might be late as I don't know where in the project you are at.
I find that a lot of teams are like children. You need to show the benefits of the proper behaviour as well as demonstrate the consequences of improper behaviour.
