I'd re characterize the problem the problem isn't that your team isn't completing the task, the problem is that the project manager is unable to communicate to the sponsors the status of the project and is unable to identify or execute interventions to rescue the project.įirst thing is to set intermediate milestones. It highlights that given two teams - one high performing and one low performing - swapping leaders shows that performance follows the leader (chapter 2 - No Bad Teams, Only Bad Leaders).Įarned Value Management. Anything from John Maxwell on leadership is a good read.Īnother resource I'd suggest is " Extreme Ownership - How Navy Seals Lead and Win". (think agile, read about scrum master principles etc). Servant Leadership will serve you better.
It is how well you are able to lead that affects the performance of the team and acceptance of the client.ĭriving the team through control will fail and backfire as you'll invite the bottom four items in the pyramid. I suggest you refocus yourself as a leader of people (regardless of your title) which is much more than a manager (of anything, people, projects, deliverables, clients, etc). While what you mention initially sounds like "avoidance of accountability" and "Lack of committment" this may come from a deadline that is ridiculous or other requirements that are overbearing but because there's an "absence of trust" the team can't talk about the issues and things end up derailing. One resource that comes to mind is the book " the 5 dysfunctions of a team". You need to understand the dysfunction to address the problem. Its imperative to understand how a team should perform so that you can spot dysfunction and respond appropriately.
There is a not a single answer to this questions.
0 kommentar(er)
