I am leading a cross-functional team in a company initiative but the members on the team do not report to me. How can I motivate them to stay committed to the team and stay focused on the goals established when they have their day-to-day work responsibilities?
Déjà vu! My first project management job was the Quicken VISA Card. We were creating software to import credit card statements into financial software. The software had to be integrated with six different Intuit products. I had “dotted-line” relationships galore, but no one who actually reported to me. Much of my team had other primary projects, all with separate deadlines.
Leading a team in those circumstances is an ongoing negotiation between you and your team’s other priorities. You need to capture your team members’ share-of-mind, and keep them wanting to move the project forward. Unlike a direct supervisor, you don’t have the tool of authority to help. You’ll have to rely on relationships and persuasion.
Think of your job as helping your team members make your project a priority. You need to know enough about them and their competing commitments so you can work the joint project into their lives. Schedule a one-on-one meeting with each member. Find out what else they’re working on, how much time they can commit to the team, and what their big challenges are. Ask about challenges related to their other projects, and spend some time brainstorming ways that you can help them on those projects.
Don’t be afraid to confront the elephant in the room: “Our project isn’t your top priority, so how can we insure we make forward progress while helping you complete your other priorities?” Just asking the question signals that you care about their priorities. They’ll often care about yours in return.
Once you know their other goals, lend them resources. Intervene on their behalf. You heard right: Help them succeed at their competing commitments. The more they fulfill those commitments, the more time they’ll have left for you, and the more they’ll become committed to your project.
Is one of your team distracted by a national product launch, for which the logistics are screwed up? Help straighten out the logistics, even though it isn’t your job. You would love it if she made you a priority over their other commitments, so demonstrate you’re willing to make her the priority as well. Do something selfless for her. She’ll respond. It just might be the first time someone other than a direct supervisor tried to make her life easier.
Staying in mind
Once you’ve opened channels of communication, diligently maintain the relationship. As in many relationships, frequency trumps duration: People remember many brief encounters more than a single long one.
Have you ever attended a full-day project kick-off, followed by six months of silence from the project team? That’s called “getting off to a resounding thud.” When a project starts quietly but comes up daily in conversation, it infiltrates your thinking and becomes part of the culture. That’s what you’re after. You want your project ever-present in your team members’ minds.
But you want it to be present in a good way. Make sure each project-related contact leaves people feeling like it was a good use of time. That means finding excuses to interact that aren’t “status meetings.” Most people dislike status meetings. Personally, I despise them. For frequent-but-brief contacts, connect to provide value to your team members and use as little of their time as possible. Contact them with help, with direction they need, with resources, or with one-on-one requests for status. Remember: Your goal with these contacts is simple awareness.
In addition to awareness, a team for a large project may need to feel a team identity. Do that separately. I believe teamwork should happen naturally, not through off-sites and ropes courses. From your early meetings and ongoing relationship-building, you’ll understand the needs and strengths of your team members. Facilitate their working together, so they build respect for each other as part of getting the work done. Find opportunities for them to help each other and match them up at those times. “Hmm, Sandy, you need help with the bar graph tool? Did you know that Aaron was working on it just last week?” If team cohesion is a real issue, ask them if they would like formal team-building meetings. At all times, let them drive the process in a way that works given their other commitments.
Put your project in context
If people in your organization are generally committed to the goals of the overall organization, you can strengthen commitment to your project by helping them understand how the project fits into the company’s larger goals. For instance, if the company is branching out into new markets with your project, you can help the team understand that the project is strategically important, and not just busy work.
Similarly, if there is an executive whose organization spans both your project and your teams’ areas, you might want to ask the executive to talk at a team meeting, to reinforce how much the project matters to the organization.
Appealing to company goals is powerful in a healthy environment, but should be done with caution if morale is low. In some companies (often those with histories of layoffs or unfair treatment), people view the company and its success very cynically. Appealing to company goals won’t be motivating. In many companies, however, people feel loyalty to and care about the company. They’ll be motivated to help the business reach its goals.
There’s no perfect answer to managing a team with other commitments. But if you take the time to make it easy for your team members to contribute, keep your project top-of-mind, and help them understand how important it is, you’ll have the best chance of pulling together a team that can get the job done even amidst challenges and distractions.