Case Study. Step by step...
Your team is currently working to bring to conclusion a very demanding project: time is tickling fast, deadlines are very challenging, and tasks are complex to implement.
Project staff is doing a great job, their expertise, knowledge and commitment have been exceptional so far… but meeting contractor and stakeholders’ expectations (in quality and in time) are putting a huge pressure on their shoulders.
Energies are eroding at faster rate than time available to recover, and there is a lot of stress in the team. The effect of long working hours is starting to impact communication, collaboration and cooperation dynamics as well…
An internal meeting with the team reveals that although most of final activities are in place, and ready to be launched, their implementation will absorb further resources in terms of money and workforce.
Money is not a problem: your financial department was aware of budgeting structure and funds are already available, what really concerns you is negotiating with the team their additional involvement in the last cycle of project’s implementation.
You’re very tired and under pressure as well, and on the one hand, you cannot allow the project to go belly up in these final moments, and on the other, you have to deal with a shortage of energy and focus that can potentially lead to critical errors in such a delicate phase.
- As the person in charge , how would you reignite team’s commitment in these very last moments of development?
- What might your leadership style be like?
- What can you do to prevent resistance and/or definitive burn-out?
Emotional intelligence, relational capabilities, empathy