Consultant
Q&A
Nancy Coleman Responds:
You pose an interesting and challenging question
that plagues many teams in a variety of
organizations. The reality is that by not responding
and allowing this person to perpetuate their
lackadaisical behavior, you will do more damage to
the team’s productivity and morale than if you
had addressed the problem head on.
Keep in mind, your team wants to succeed as
individuals as well as collectively. A weak link will
demoralize the collective culture and allow for rapid
deterioration within the spirit of the
team.
Some Ideas
I recommend an aggressive yet compassionate approach
to the resolution of the lackadaisical behavior. Try
some of the following suggestions:
• Promote a performance
measurement campaign that allows for visibility
around collective expectations. This campaign should
set measurable standards for work to be done. The
core of this system can be built on schedules, work
breakdown structures and work packages on individual
assignments.
• Speak openly in the team
environment about each other’s roles. Ensure
that all individuals on the team understand their
goals, mission and individual responsibilities. These
conversations should be collaborative and
constructive. Create an environment that fosters
individual and collective accountability.
• Provide team members
with a structure around the charter, goals, values
and mission for the group. Each team meeting should
include reflection upon the norms created by the
aforementioned items.
• Remember that building
an effective performance team takes time and there
may be instances along this path that cause friction
for one of more members. Ensure that an open channel
of communication, both formal and informal, among
team members is maintained at all times.
If All Else Fails...
If none of the above recommendations work to enhance
the performance of this individual, more assertive
and individual action must be taken. Begin an
individual coaching and measurement process that
includes specific performance expectations. Meet with
the team member and let him or her know about the
problems their behavior is causing and their
potential negative impacts on the team, project and
organization. Agree on coaching goals in writing and
set dates for periodic performance reviews. Follow up
aggressively to ensure the team member’s
training and coaching needs are met in a proactive
manner.
If the individual does not respond to the
personal attention, removal from the team will be
necessary. Apprehension to do so will promote
dissension within the team and ultimately hurt the
overall performance.
Keep in Mind
Throughout the experience, communication is critical.
Do not allow speculation on performance issues. Deal
with the situation directly, and although the team
does not need to be privy to the details of any
coaching or performance improvement techniques you
may be employing, make sure they are aware that you
as a team leader have addressed the situation and are
working aggressively towards a resolution.
Although these types of situations are
difficult, a team leader must rise to the occasion in
order to preserve the integrity of the team and
maintain morale.
NANCY COLEMAN, PMP
is vice president of operations at
Advanced Management Services, Inc. Her firm consults
and trains in continuous improvement, project
management and management development. She focuses on
integrating quality principles into project and
organizational development practices and the synergy
of people, process and technology. She can be reached
at info@amsconsulting.com.
H. James
Harrington Responds
May
2001Homepage
My Kingdom
for a Team
