As a project manager, one needs to have several tools for managing a successful project. Many project management tools assist with tracking a budget, project progress, and resources, but what about managing the human factors? A project manager can leverage a variety of leadership styles to lead a project. These tools and leadership strategies are helpful, but a project manager still needs a host of daily tactics to keep the people on the project focused on the goal. Just like the captain of a ship cannot do all the jobs on board, the captain will still need to rely upon his officers and crew to complete the task at hand. The project manager has the same challenge; this is where the SCREEN tool can help a project manager succeed. A project manager can use the SCREEN tool to offer daily guidance for a project. The captain needs to provide direction and meaning to the project so people can stay on task when the project becomes challenging.
The project manager must have tools ready to address team challenges. The project team can fall off course because they might feel disenfranchised from the organization's goals. Furthermore, ignoring people working remotely might create a situation where some people will band together to ensure they are appreciated.
The SCREEN tool offers the project manager tactical advice that can be used to improve cohesion, communication, and coordination within a team. By leveraging these elements, the project manager can help focus the team. Here are the SCREEN strategies a project manager can use to keep team members focused on the project's goals.
Support: Support team members regularly so they understand the value they bring to the project. Support includes coaching, mentoring, and counseling and ideally should be connected to rewards and recognition. Ensuring that people are appreciated and have the organization's support goes a long way in getting people to remain focused on the project's goals. People enjoy their work being noticed and want to be valued in a project. Knowing that leadership is taking the time to support the individual will go a long way to making people want to make the project successful. The project manager needs to ensure that everyone on the team knows they are supported.
Communication: Effective communication is one of the most important ways to keep a team together. As a project manager, you need to communicate with stakeholders and team members about the project, any changes, and any new directives. All of these aspects must be clearly explained to the individual. Make sure to connect with people through their favored means of communication and adapt to their preferences. Making this connection and respecting their preferences will garner more support for the leader and the project. Never expect people to accept orders because it has been mandated. A mandate will get some on board, but convincing people of how this benefits the project and the people will make a huge difference in convincing them to remain focused on the project goals. When people understand, they are more apt to take that course, even if it is more complicated.
Recognition: Provide rewards and recognition to team members who support the project. Making clear rewards and recognizing key contributors will help build motivation and commitment to the project. People who are rewarded will likely continue striving towards the project's goals, while those who are not rewarded will change their behavior to earn the reward. A project manager must seek out those to recognize and ensure that all participating are appropriately rewarded. There is nothing worse than recognizing the wrong people. Do your research and understand who accomplished what so that the right people are rewarded. Rewarding and recognizing those who did not do the hard work will de-motivate those who did do the hard work. Do not feel rushed to acknowledge things immediately; ensure appropriate recognition and reward.
Education: Provide education and training to team members to help them develop their skills and knowledge. One has to look past the current project and support team members in expanding their skills. Training and education will help them understand the project and organization and often expose them to new ideas that could be applied to the project. Education must be fully inclusive of all parties involved. The better educated the team, the better they can support the project and the project manager. Some managers worry that an organization offering too much training will encourage people to move to a new company. People that an organization values are more likely to stay if given the opportunity.
Empathy: Empathy is important in understanding the concerns and fears of stakeholders and team members. As a project manager, you must acknowledge and address their concerns through open and honest communication. People seek to be understood. Empathy cannot be faked, so a project manager needs to find a touch point that is valued and understood. For example, connecting with people about challenges with children when you do not have children will come across as insincere. If you and the team member have children of a similar age, that can be a suitable means to create a connection and show empathy. Find something that matters to the project manager and the team member so that the empathy is honest and natural. You will know you are doing it right when you both learn something from this connection.
Needs: Stakeholders need to be treated as individuals, and the project manager should solicit their input, ideas, and feedback. Involving stakeholders when possible will help build ownership and commitment. People want to be heard and appreciated, and helping put their input into the project will help make it more successful. No one wants to put their name on a poorly regarded project. People want to be part of something successful and exciting.
A successful project needs support, communication, rewards and recognition, education, empathy, and needs. Project managers can successfully manage change by using the SCREEN tool and ensure project success using these strategies.
About the Author
Robert Gordon is a Business Professor at American Public University. He is an experienced Program Director with a demonstrated history of working in the higher education industry. Skilled in Negotiation, Career Development, Operations Management, Team Building, and Management. Robert is a strong business development professional who graduated from UCLA, University of Phoenix and American Public University System.
