❏ If there’s a specific person you want on your team, prepare
an argument as to why you need that person. Make sure
you put your request in before the assignment is made—
resource providers aren’t ordinarily inclined to reverse a
decision, once they’ve made it.❏ Don’t be afraid to “screen” candidates who have been
assigned to your project. Confirm that their qualifications,
attitude, and track record qualify them to do the job. If you
have concerns, voice them early and factually.❏ Members of newly formed teams will have questions, con-
cerns, and anxieties. You should address these issues early
in the project, before they turn into problems. Conduct an
open team meeting and review the project, your expecta-
tions, and your project leadership philosophy. This is likely
to answer many of their questions or concerns.❏ As the team evolves and matures, they will tend to
become more and more “self-sufficient,” requiring less
direct involvement on your part. You should adjust your
leadership style over the course of the project according to
their rate of growth.❏ Good team leadership recognizes that everyone is differ-
ent. This suggests that trying to manage everyone on the
team exactly the same way is flawed thinking. Don’t be
afraid to manage individuals as individuals.96 Project Management