building team resilience for effective project management

Projects involve change, risk, uncertainty

Performance dips when dealing with something new

Project managers need to help reduce unnecessary stress on

their teams

Provide focus, structure and boundaries Clarify team objective and roles Agree ‘ground rules’ and acceptable behavioural norms

Questions, criticisms arise What is our role who is the leader

High performance, keep improving and developing Settling down with team norms

Emotions during projects: Anxious 44% Confused 22% Frustrated 23% Fatigued 24% for successful projects! McKinsey Survey 2006

Vary management style Initially team needs more direction, then let them

get on with it

Glaser and Glaser model for team effectiveness

Tuckman’s model of team change

Creating a safe environment

Trust Respect Openness Shared values Integrity

‘Seek first to understand, then to be understood’ Stephen Covey

Stress

When Perceived demand is ability to cope >

Performing

Norming

Storming

Forming ‘To get the best performance, work on making them a team first.’ Peter Eriksson, Para-Olympian team coach

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