Plenty For Everybody - Project Team Success Depends On It

"Plenty For Everybody - Project Team Success Depends On It"," And collaboration requires a belief that there is plenty for everybody.


A story to illustrate, followed by eight recommendations for project team selection and success.
 A critical project, lots of resources, clearly defined roles, clearly stated objectives, experienced people that could see the problem from many sides, more than enough time and money resources and top management visibility; this team had it all.


So what was the problem? In many of these kinds of situations there are any number of factors that can lead to poor performance.
 In this case, it was the single over-arching reason for the lack of performance.
 Their input was critical to the team, but they were reluctant to provide much, unless they received credit and recognition for their individual contributions.
 Wrong.


They really didn't believe there was enough for everybody.
 Every member of the team ended up keeping their cards and self interest close to their vests, and little information and sharing occurred.


It only takes one or two negatively competitive types on any team to really screw it up.


I'd like to report that the two ""not enough for everybody's"" were turned around.
 They weren't.


The belief that there is plenty for everybody is the cornerstone to collaboration and sharing.
 It's the difference between a glass half full or half empty.
 It's the difference between sharing and hoarding.


 Look for people who are successful and collaborative not only in their work, but outside their work as well.
 There is no better way to build collaboration skills than to work on volunteer committees, boards, church groups, non profit organizations.
"" Look for how accomplishments sre described.

 In describing accomplishments, spend time getting to the need for sharing and collaboration in their accomplishment.
 Do they seek out individual contributor roles or roles requiring group skills and abilities?

 Get an example of when they were a good follower - what does that mean to them? How did they perceive their own performance in supporting roles to others? Have they demonstrated the willingness and ability to follow someone else, and be supportive?

 Look for people who participate in collaborative and team sports or activities - where the group is dependent upon each othet for success.


Look for ""givers"" - people who contribute without calculation of immediate reward.

And once the selections for the team are made, institute a group recognition and reward structure - give the team credit and recognition.


Look at your own beliefs and the beliefs of your organizations.


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HERE IT IS ALL IN ONE NUT SHELL