Project Management

els ultimately suggest are
similar to the team leader-
ship styles described above
(structuring, guiding, sup-
porting, delegating).
I would encourage you
to individualize the princi-
ple of flexible leadership
even more. Recognize that
people have individual
needs that you can’t meet
simply with one of four styles. Be aware, however, that truly
managing individuals as individuals requires courage, insight,
and intelligence. You’ll need to determine what motivates each
individual on your team, then provide it whenever you can and
whenever it makes sense to do so, but in ways that don’t show
favoritism.
Even if you do, however, sometimes some people will want
to know why you’re treating someone differently. You’ll need to
have a reasonable and fair-handed explanation.
I once worked for a person who had this ability. As a result,
the people in his work group would consistently give their all.
Why? Because they felt he truly cared about them as individu-
als—and they didn’t want to let him down.

Project Manager’s Checklist for Chapter

❏ Despite the popular vision that the team magically comes

together at one time and begins work, the reality is that

team members will slowly trickle onto your team as you

realize your needs.

❏ You should err on the side of getting members assigned as

soon as you can, rather than “until there’s more definition.”

Their participation in defining the project is likely to reap

benefits in the form of higher commitment to the success

of the project.

Building and Maintaining an Effective Team 95

Honesty Is the

Best Policy

Meeting informally one on

one with individual team members

provides opportunities to discuss

issues openly and frankly.To get accu-

rate and reliable input, you must

establish an environment where team

members can speak freely and hon-

estly during these sessions.

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Team-Fly®