Commitment is not a chip that the project managers can insert into their team database. It is a vow or pledge that they take with the team to deliver desired results within the period and budget promised to the clients. However, the successful development of commitment needs conscious wisdom and honor for the job.
In this article at PM Basics, the author suggests three critical approaches to inculcate commitment and honor for that commitment in the project team.
Often project managers force their teams to follow their work commitment. In fact, some indirectly threaten the team to follow deadlines. But do you really think all these approaches bring out innovation and creativity within the team? The answer is no. Finding a way to upscale the team’s productivity without forcing them is tricky. The author suggests these three wiles:
- Daily Commitment: If each member of the team comes to office at different times, making them committed to the work is impossible. Let your team know that flexibility in terms of office timing will not be entertained unless there is some personal emergency. Make them show up at the same time as you and reward the one who follows this practice.
- Scope-Based Commitment: Ask the team to make a workable plan for themselves that showcases their daily productivity. Let them form a daily task list and help them finish within the working hours. Those who are unable to finish it, let them extend or cover the required hours as per their own convenience.
- Value-Based Commitment: Instead of assigning tasks to the team members as per your judgment. Let them select the work they want. All you need to do is trust them that they can nail it successfully. Praise them for their specific skills, motivate them to unravel new horizons, and build confidence in them to make a difference.
The author further explains that distributing critical responsibilities among team members does not end the project manager’s job. Instead of waiting for them to fail or succeed, help each member to finish on time by removing the impediments.
Often, the project manager’s personal and professional insecurities restrict people from honoring their commitments. To bridge the gap, they need some freedom and trust. However, not all the team members are prone to these approaches. Some are not interested in working at all. Be ready to remove these toxic people from the team to maintain focus and commitment of others. To read the original article, click on the following link: https://pmbasics101.com/project-team-honor-commitments/