Project managers should use a wide range of strategies to deliver positive results within a specified period. Competent managers should use appropriate practices and approaches to support the targeted project. One of the critical approaches towards delivering positive results is the creation of good teams. Many theorists argue that teams improve the level of performance through collaboration and constant coordination (Key concept, 2015). Past studies have presented a strong relationship between project success and teamwork (Key concept, 2015). However, project managers should ensure their teams are responsive and aware of the targeted outcomes.
Characteristics of a Good Team
Organizational leaders believe strongly that successful teams should be characterized by specific individuals who can drive performance. This fact explains why some characteristics are used to define a good team. The team should be characterized by individuals from diverse backgrounds. Diversity makes it possible for the targeted members to achieve the targeted goals much faster (Savelsbergh, Poell, and Heijden, 2015). The team members should possess the most desirable competencies. The members should possess the required skills depending on the targeted activities or projects. These skills will make it easier for the team to sustain effective communication. The members should collaborate, respect, and support one another. Individuals should possess the most desirable personalities.
Attracting Appropriate Members
Successful teams are usually comprised of individuals who can focus on their respective goals. Project managers should use their skills to develop powerful teams in an attempt to achieve targeted goals (Nixon, Harrington, and Parker, 2012). The first strategy is attracting competent individuals based on their skill sets. Such skills should be informed by the nature of the project. The project manager should also consider the issue of diversity. A diverse team is comprised of members from different cultural backgrounds. The members should possess diverse skills in order to ensure the project is completed in a timely manner. The members of the team should possess specific competencies that can support their decision-making and critical thinking processes. These measures will ensure the members work together to deliver positive results.
Human beings tend to have diverse needs, expectations, experiences, and skills (Landis, Hill, and Harvey, 2014). Every individual has unique needs that must be fulfilled using different strategies. Such needs can be dictated by a person’s cultural values and professional goals. Project managers should use the power of individual motivation to support the needs of each member of the team. This knowledge will ensure personalized motivational strategies are used to support different individuals. For instance, some individuals should be trained in order to become competitive. Another group of workers might require appropriate resources in an attempt to function optimally (Tyssen, Wald, and Spieth, 2014). This understanding shows clearly that every member of the team should be motivated accordingly. This strategy will ensure the project manager acts as a leader. The manager should be aware of the diverse needs of the team members and motivate them accordingly. This approach will ensure the project is completed successfully.
Key concept (2015) Baltimore: Laureate Education Press.
Landis, E., Hill, D. and Harvey, M. (2014) ‘A Synthesis of leadership theories and styles’, Journal of Management Policy and Practice, 15(2), pp. 96-100.
Nixon, P., Harrington, M. and Parker, D. (2012) ‘Leadership performance is significant to project success or failure: a critical analysis’, International Journal of Productivity and Performance Management, 61(2), 204-216.
Savelsbergh, C., Poell, R. and Heijden, B. (2015) ‘Does team stability mediate the relationship between leadership and team learning? An empirical study among Dutch project teams’, International Journal of Project Management, 33(1), 406-418.
Tyssen, A., Wald, A. and Spieth, P. (2014) ‘The challenge of transactional and transformational leadership in projects’, International Journal of Project Management, 32(1), 365-375.