Projects are successful if the right people are involved and those people are well-motivated so let’s look at how to build a motivated project team. The people involved will include those who initiated the project, the customer, and end-users and, of course, the people who will manage the work and do the work required to deliver the end-product. Before we consider how a project manager can help those people to all work together more effectively, let’s first consider why it is important to have a motivated team.
Why is a Motivated Project Team so Important?
It is not just desirable to have a project team that is motivated, but it is in fact one of the strongest predictors there is when it comes to project success. Research indicates that those companies who have employees who are highly engaged are in fact 21% more profitable, which demonstrates the direct link between performance and motivation. When the members of a team feel connected to the purpose of the project and are confident with their assigned roles then there is a greater chance of effective collaboration which will help maintain momentum even in the event of a challenge occurring.
What makes a successful project team?
A project team could be composed of a tight-knit group that know each other well and have worked together before. Or it could be comprised of several teams in different organisations and different countries who may never meet in person. Or any type of team between these two extremes but regardless of the type of team(s) involved it is essential that there is a clear aim for the projects and that everyone understands what that aim is and how it will be accomplished according to the project parameters (cost, time, quality etc).
Collaboration is another important factor, with the majority of employees feeling more motivated when they are part of a team that collaborates effectively. This is a particularly important consideration when it comes to modern teams who are often spread across locations, time zones, and include a number of different cultures. It is important that regular communication rituals such as daily stand-ups and weekly check-ins are undertaken in order to reduce misunderstanding and maintain alignment. This type of practice also helps to reinforce a sense of unity, even in the case of a team who are geographically dispersed.
Project plans and team culture
The people are important but, obviously, you also need a good project plan, a well-defined risk management process and an effective communication plan. But assuming you have those in place you will need to ensure the project team is well-motivated if they are to work well together.
There are many successful organisations who have demonstrated that a strong team culture can help to drive successful performance. Project Aristotle (Google) famously found that psychological safety, the ability to openly speak without fear, was a significant predictor for success in a team. Under Satya Nadella, Microsoft promoted a growth mindset and transformed its culture to one that encourages experimentation and learning. These examples show how culture-building and intentional leadership can enhance motivation significantly.
Identify Strengths & Weaknesses
It is important to identify the strengths of individual team members and the team as a whole so that you can build on those strengths to better motivate everyone in the team. You can motivate individuals by recognising and playing to their strengths – for example, assigning tasks to those most able and willing to complete them to a high standard. When tasks, especially dependent tasks, are well done this has a positive knock-on effect on subsequent tasks helping to raise the standard of the work completed, which creates a good motivational cycle by building confidence and enthusiasm for the project.
You also need to identify the individual and team weaknesses if everyone is to pull together. Note all weaknesses can be overcome, for instance, a geographically dispersed team will always suffer from not being in the same location but recognising that as a weakness can help raise awareness of the potential issues. By acknowledging issues from the outset this can help motivate the team because they will be able to see that those leading the project understand difficulties that might arise.
By building on strengths and acknowledging and tackling weaknesses you can build a team that understands the key to successful projects and is capable of delivering even the most complex projects successfully.
The value of diverse skills
Another important aspect of motivation is recognising the value of diverse skills and perspectives. Research indicates that diverse teams outperform homogeneous teams by over 30%. This is because they bring a wider range of ideas and problem solving approaches to the table. When the members of a team feel recognised and valued for their unique strengths, it is only natural that motivation will increase. This is why many top companies like Unilever invest heavily in diversity and inclusion programmes, at a time when many companies, particularly those in the US are scaling back on their DEI initiatives, still understand that a diverse team can be more engaged, innovative and effective.
Recognition is also essential in sustaining motivation. It is reported that teams that celebrate achievements together have a higher morale. A project manager can harness this through the acknowledgement of milestones such as praising high-quality work and celebrating progress. This doesn’t need to be grand gestures; small ones can go a long way towards reinforcing positive behaviour and boosting morale.
Listen To Concerns & Ideas
Always listen to the team’s input, their concerns, and ideas because this understanding is also motivational. If you want to get a feel for what their concerns really are – ask the group, the following sorts of questions:
- Is the project properly funded?
- Does the team have the necessary skills and experience?
- What are the benefits of doing the project?
- How enthusiastic are people about the new project?
- Have team members worked together before?
- Has the team done similar projects before?
- Who is responsible for providing estimates for tasks and setting deadlines?
To further motivate and enthuse the team, encourage discussions about both the benefits and risks of the project, and welcome team input and ideas about how tasks can best be completed.
Conclusion
Finally, it is important that a project manager recognises that motivation is not static, it needs ongoing attention. This means regularly revisiting team strengths, addressing any emerging weaknesses, and ensuring that open communication is maintained in order to make sure that motivation remains strong throughout the project cycle. When these practices are combined by project managers, they create teams that are not only capable but are also genuinely inspired to do everything they can to deliver outstanding results.
