Janei ResendeProject Manager| National Service for Rural Learning - SENARBrasilia, Distrito Federal, Brazil
In some organizations, especially those with functional structures, project managers need to live with "imposed" teams, that is, managers have not had the opportunity to choose the members of their teams. Inevitably, in some teams, there are lazy people. How to get rid of these people? Is training enough to engage them? Should the project manager act as a leader or as a boss in these situations of laziness on the team? Saving Changes...
Mike DewingSenior Project Manager / Program Manager| MLD Holdings Ltd.Surrey, British Columbia, Canada
all good comments - unfortunately, sometimes after all these suggestions are taken you just may need to do what you need to do to get rid of that 'bad apple before it spoils the entire 'box'. Saving Changes...
By empowerment, integration and participation of the team members. But still you'd have to live with some level of laziness I'm afraid. Saving Changes...
Will PribleDirector| CoastalFrankfort, Ky, United States
All good feedback, but I agree, it depends on the nature and severity of the laziness. It can be a bigger problem if you let it become one, so it needs to be handled however your organization will allow you to. I remind my teams that the delivery of our product is successful because of all of us involved. Saving Changes...
If the task is clear and that person is qualified to perform it, then it becomes a personnel management issue. You need to have a talk with that person and let them know your expectations. Be specific (SMART) and document this meeting. Documentation is paramount because you might need it later on if you need to build a case for having that person removed from your project team. If there is no improvement after that first meeting over the agreed upon period of time, let your superior or that person's superior know that you are not satisfied with their performance. Find out what recourse you have if things do not improve. You might actually be helping a manager to get rid of that bad apple by building a case. It is unfortunate to have to do that, as a project manager or in any management position, but sometimes it is necessary and in the end I think it is beneficial for all involved although some pain is involved. Saving Changes...
So I suppose the answer is both as a leader, in setting clear expectations and being honest on a personal basis with the person at first, and also as a boss, as if things do not work out as expected you will want to refer to a higher autorithy, or have that authority delegated to you, to be able to act accordingly regarding the performance issues of that person. Saving Changes...
"Should the project manager act as a leader or as a boss in these situations of laziness on the team?"
It is never a good idea to act as a boss if you are not really one.
The overwhelming majority of project managers have no formal authority over their team members so they are not bosses. Trying to be something that you are not is in most cases not a good idea.
Normally the responsibility for the work performed on a project should rest with the functional managers that have direct reports working on the project. This way the laziness of the staff is a matter that has do be dealt by the functional managers and not the project managers.
If the above is not true then there is something wrong with the organization and project managers are treated as scapegoats.
Anyway the only thing PMs can do is to escalate the problem to the functional managers and they have to decide whether or not their direct reports are lazy or not.
I don't want to offend anyone but it is possible to misjudge a person as being lazy especially by people that don't come from the same line of work as those considered to be lazy. Saving Changes...
Joseph PanganSenior Principal Consultant| Genpact PhilippinesAngeles City, Philippines, Philippines
Do not assume laziness. Have a discussion with team members and Identify the issues and struggles surrounding the inabilities to perform. You may include the functional managers. Ask what members require to proceed effectively. Make sure deliverables, targets, milestones and priorities are clear. Get commitments and buy-ins. Be transparent. Add momentum through workshops and by doing things together. Perform monitoring and control. Acknowledge efforts. Give a pat on the back for a job done. Conduct a human resource performance appraisal.
If all fails, you may make a recommendation to have the non-performing project member replaced. Saving Changes...
Warren NashPM/PMO Position & SAP Architect| FreelancePudong, Shanghai, China, Mainland
Identify the "why", check their last project for example, is the work boring - another words have they done this so many times that they feel like a robot. Why are they on this project? And lastly I always like to have a weekly dinner and a weekend trip to some location, like the beach, etc. Saving Changes...
Ayan Kumar RoyPM I| CognizantKolkata, West Bengal, India
Sometimes working on monotonous job also induces lack of motivation among team members. In case of such situations a role rotation can be done to introduce some new ideas.
Also organizing regular team building activities such as picnic, group lunch etc would help a lot. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Based on what has been shared, it is a matter of attempting improved motivation tactics, one to one discussions with the individual (repeat if necessary), empathy (personal situation), escalate to individuals manager, set-up and discuss performance plan - document everything.
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1 reply by Dave Hamel
Oct 13, 2017 2:02 PM
Dave Hamel
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Excellent summary, this could be in the textbook :)
