Author Mike Figliuolo teaches you how to fairly distribute and balance work across the members of your high-performing team to execute the project and develop your people.
- Another key task as the leader of a high performing team is how you distribute and balance work across the members of that team. It needs to be done fairly. Note, I didn't say equally. Work allocation needs to be done fairly because you want perceptions of equality and you want people to work on things they're good at but also that they're excited by. So there are five criteria to think about as you think about distributing work. First, for priority. Priority needs to drive everything. It's based on the teams and the organizations goals. If a project is a top priority and somebody's available to do that work they get that work, and you need to allocate it appropriately. Second, consider the skill set of the people where you're thinking about distributing the work. If they have the right skill set you're going to get a high quality result. This also prevents people from failing. You're giving them something they can be successful with. Next, consider availability. All things being equal in terms of priority and skill set, who is free to do the work? Who has the bandwidth? You should not be shifting resources from one project to another when you have available resources to pick up that new project. If you start shifting resources around between projects when you have available resources elsewhere you're going to lose momentum on that first project, and that project might fail. Next, you have to think about the development opportunity this project might present for that person, because that's how you're going to take your team to the next level of performance. The last consideration is does somebody have an interest in it. If someone is really interested and really passionate about a project you should let them take it on. They're going to be really motivated, excited to do it and hopefully they're performance will follow. Now one caveat here, make sure people don't just gravitate to the work they enjoy doing and they stay away from things that they're not comfortable with, because they're going to end up getting pigeon holed and they'll be very narrow in their focus. So if you think about all these considerations as you distribute work across that team it's going to ensure that you tackle the highest priority projects with the resources who have the right skills to do it and it'll be balanced in a way where you're going to execute the project, but at the same time you're going to develop your people.
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- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.