Production improves morale. No doubt.
Everyone who works for the company should be responsible for at least one project, in addition to all regular responsibilities. Managers and human resources professionals should include “projects as assigned” in every position description. Also include a project role-play in the interviewing process. It could go something like this: “Pretend you have been assigned to develop a Web page highlighting our customers’ testimonials. Tell me how you might handle that project.”
To meet this goal for your team, assemble a master projects list. Encourage team members to add to the list. You can require they fill out a proposed project form to answering why we need this project, what problem it will resolve or what opportunity it will help us capitalize on.
The need for a project is indicated when you fall in a hole or run into a problem. First, deal with the immediate issue. Then, consider whether this is a blue-moon event or a project required to keep us from falling into this hole again. Suppose for the hundredth time you arrive at the office to discover the door unlocked and the lights still lit. You could come uncorked about how many times you have announced that the last one out is responsible for closing up the office. Or you could add to the master project list: Create a written end-of-day checklist, and get it delegated and trained.
Here are the five steps to getting a project done.
1. Define it. Ask: Why do we need this project? What is the problem to be solved or the opportunity to be seized?
2. Assign it. Delegate it to someone or ask for a volunteer. Communicate that project management skills are taken into consideration when auditioning team members for promotions.
3. Meet about it. Discuss the project with the identified person in-charge. How much time, energy and resources will be needed? What’s the time frame? What’s in it for the company? For you? The person in-charge is responsible for taking notes.
Also, discuss what the project could look like when it’s done. Most of the time, a task is complete when we have a written, documented procedure that will keep the problem from happening at least 80 percent of the time or we have a procedure for seizing an opportunity – for instance, a checklist for participating in the Summit County Job Fair.
When you assign the project, discuss and clarify expectations. Then, let loose the person in-charge. How the project gets done is up to them.
4. Mind it. Plan to meet to check the progress of the project. For a simple job, such as cleaning the break room, you might just want to check on the action midcourse. For a bigger project, a weekly meeting on both of your calendars is in order. The person in-charge is responsible for updating the meeting notes in appointment.
You don’t want to come to the end of the project and be deeply disappointed by the results. So determine what kind of management will be required to make sure you stay in communication and aware of the progress of the project. Set up the person in-charge to win and everyone wins. Use meeting time to brainstorm solutions if you get stuck. Use progressive discipline if the person in-charge fails to take action.
5. Sign off on it. When it is done, acknowledge it. Celebrate successes. If you have included a bonus or a spiff for the successful completion of the project, deliver it – with a handshake, a thank you and public recognition.
Completed projects move you toward goals and develop skills and leadership chops. Project management demonstrates sane consequences and appropriate rewards. Complete more projects, and watch morale climb.
Ellen Rohr is an author and business consultant who helps entrepreneurs start, fix and grow their businesses. She conducts a monthly webinar, and her books include “Where Did the Money Go?” and “The Bare Bones Weekend Biz Plan.” She can be reached at ellen@barebonesbiz.com.[[In-content Ad]]
