Risk Management

How Great Leaders Deal with Problem Project Staff

An essential aspect of a project manager’s role is to deal with problem project staff expeditiously. In this article in ProjectTimes.com, Drew Davison takes a look at how a good manager would deal with situations of this kind.

Dealing with Problem Project Staff – The Great Leader Way!

1. Conversations

A great manager should have a string of conversations, in the elevator, the hallway, one-on-one, and so forth. The manager should make every effort to find out more about their staff. More significantly, the expectations of the job, responsibilities to the team, the relationship with the larger organization, actual performance results and areas for improvement, growth, and excellence should be communicated.

2. The Support Alliance

The culture and core values of the organization and team can influence an individual’s performance. When an individual is facing a challenge, the manager should build an improvement alliance, which should include the individual, the work manager, the resource manager, an HR person with knowledge of the organization’s processes and practices, and one or more SMEs. This alliance exists to help the individual succeed.

3. Plan of Action

A plan to help the individual improve his performance should be developed. The assignments should consist of real work and must have clearly specified acceptable completion criteria. Weekly or bi-weekly checkpoints to assess progress should be included as well.

4. The Plan in Action

Here the individual takes on the assigned tasks and provides it for assessment. The manager in question should be aware of the information and metrics involved in the assessment. Occasional checks to see if the individual needs external help should be carried out and then allowed.

5. Appraisal

The support alliance should meet at the pre-appointed times to review results. Ideally, the individual should lead the discussion.

6. Act on the Results

If the results of the plan aren’t acceptable, efforts must be made to enforce a career change (job change or termination) via the organization’s HR practices. If the results are positive, it can be liberating for the individual and the team – after this, steps must be taken to sustain and build on this improvement.

Click on the following link to view the original article: https://www.projecttimes.com/drew-davison/from-the-sponsor-s-desk-dealing-with-problem-project-staff.html

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