Here's how you can enhance communication and collaboration with team members in temporary and contract work.

Establish clear communication channels and set expectations from the outset by discussing preferred modes of communication, response times, and project milestones. Foster an open and inclusive environment where team members feel comfortable sharing ideas, asking questions, and providing constructive feedback. Leverage virtual collaboration tools to facilitate seamless teamwork, document sharing, and project management. Regular check-ins and progress updates can help ensure everyone remains aligned and on track. By promoting transparency, active listening, and a shared sense of purpose, you can cultivate a productive and cohesive team dynamic, even in temporary or contract-based arrangements.

Pour améliorer la communication au travail, la direction doit trouver un moyen d'échanger régulièrement avec ses collaborateurs. L'idée n'est pas de seulement discuter des objectifs, mais aussi des préoccupations de chacun. Les réunions doivent rester rapprochées... Voici les 6 Points qui me semblent principaux pour le cas: 1. Créer un environnement de travail favorable. 2. Communiquer de manière transparente. 3. Miser sur une culture d'entreprise forte. 4. Utiliser le digital Workplace pour communiquer et collaborer. 5. Miser sur le partage de connaissances et l'intelligence collective. 6. Apprendre de ses erreurs.

Dedicar más tiempo en conocer a los colaboradores, conocer sus gustos, sus pasatiempos, sus misión en la vida, preguntar dónde quieren estar después de cierto periodo de tiempo, que quieren para sus familias, y sobre todo cumplirle con sus expectativas económicas y desarrollo profesional, si la empresa no cumple su rol difícilmente el recurso humano se comprometerá con objetivos que no son suyos.

Don't delay those initial conversations and make sure they aren't just in email. Know your audience and then engage in a meaningful way. For experts, come with a clear goal for the conversation. For executives, don't wait to see if your objectives align and define success right away. If the temporary work is high risk, find out right away, which stakeholders (external and internal) have power and who has authority. The collaboration equation does require time but it often takes much less time than people think to create something substantial together.

Keep in mind that updates are less about YOU updating them and more about giving them a chance to ask and inform. You do need to let them know of changing parameters and updates but the less directive and more interactive is better. Direct what the results need to be not how to get there.

Every organization is obsessed with getting updates from project managers and making sure they are regularly updating their stakeholders. Regular updates are for people who want to pretend they are paying attention. What we really need to be focused on is engagement. Keep people engaged. If you don't love something about your job, you will fail at this. If everyone is waiting for the next meeting to speak up, you're in trouble.

Project management software is for everyone BUT project managers, most of the time. We want to believe it can make our lives easier or more efficient but it usually creates more work and is never fully integrated with all the other software your organization wants you to use. Organizations need to learn how to properly make the most of data analytics. Tools on the other hand, can be just what the doctor ordered. Don't be afraid to hang out with the artificial intelligence super users and play with chat GPT. The second we get adequate power and cooling for super computers, all our lives will change dramatically.

If you want a good feedback loop, setup an in-person meeting or a 1:1 call with a few key stakeholders. If your team is mostly technical experts, I can't emphasize the importance of 1:1 time enough. Many experts won't speak up unless they have your undivided attention and the privacy that goes with it. If you work with creatives, have an arsenal of thought provoking questions to get the juices flowing and make sure it's the right environment or it could be like asking a rose to bloom in winter.

Setting a clear goal and explaining the role clarity to each and every person involved in the process and making them understand each one's responsibility is the first and foremost task. Once you are done with this exercise, you are almost done and putting the system in place monitors the same with key metrics and deliverable tasks. This will avoid a lot of confusion and the final task can be achieved easily by everyone's contribution and understanding.

Clear role definitions don't mean as much as good partnership. Especially if the relationships are new. People want clear role definitions, standardized procedures and collaboration but those are all bandaids. Take the time to actually partner with people and set your own precedent. If your organization sends you a RACI chart, take it with a grain of salt or a general guide. Make sure you develop role clarity as an agreement, even when you're exhausted and just want to pull up a RACI and say "look here, this is your job and this is mine". With external stakeholders, don't be afraid to ask questions about processes that you feel like everyone should already know. Talk about next steps, even when you think it's obvious.

Recently, a younger colleagues took point over one of my projects while I was on vacation. One task during the course of the project is to lead an OAC meeting. Upon my return the first day was one of these meetings. This needed to be led by my colleague since I was out for an extended amount of time and needed to get the "temperature of the room". I noticed my colleague zooming through topics with what I can only describe as "word/information vomit". Several times I interjected to slow the pace for something I may or may not needed clarity on. Afterwards, I gave my feedback to my colleague who did not even realize what he had been doing. Constructive feedback is a positive thing when done tactfully. He is leading meetings much better.

I have always found that relationship is the most important piece. I work on multi billion dollar multi year programs and your team will do the best work for you when you build and maintain a positive relationship. People want to help people they can trust and are protected by. We will all make mistakes and need to correct them, but having a leader that you know has your back no matter what makes those mistakes easier to confess and quicker to correct.