Pressure is inevitable in program management, especially when you have to deal with complex, interdependent, and high-stakes projects. How can you build a team that thrives under pressure, rather than cracking under it? Here are some tips to help you foster a resilient, adaptable, and motivated team.
One of the main sources of pressure for program managers and their teams is ambiguity and uncertainty. To reduce this, you need to set clear and realistic goals for your program, align them with your stakeholders, and communicate them effectively to your team. This way, everyone knows what they are working towards, why it matters, and how they will measure success. You also need to be flexible and adjust your goals as needed, based on feedback, data, and changing circumstances.
Pressure-proof teams need resilient individuals & a supportive environment. Hire for emotional intelligence, problem-solving, and positivity. Train stress management & empower healthy habits. Give ownership & upskill! Foster open communication, psychological safety, & shared goals. Celebrate wins, big & small. Lead by example, prioritize well-being, & adapt to feedback. This builds a team that conquers challenges & thrives under pressure! (
In the dynamic environment of Business Administration Program Management, the ability to thrive under pressure is paramount. A successful leader cultivates a team that not only meets challenges, but thrives in high-stakes situations. Start by fostering a culture of open communication where team members feel empowered to share concerns and ideas. Foster cross-functional collaboration to leverage diverse skill sets. Provide regular training on stress management and time efficiency. Recognize and reward successes to boost morale. By creating a supportive environment and equipping your team with the right tools, you'll create a resilient workforce capable of excelling under the most demanding conditions.
Make sure everyone knows what they are supposed to do. Set realistic and achievable goals that challenge the team without creating undue stress.
I believe in ambiguity when I manage the programs or projects that I am responsible for. The opposite is true, I believe in complete transparency to make all stakeholders in the program partners in the process and not to surprise them
I agree that clear and realistic goals are necessary and, when possible, nice to achieve. For a team to thrive under the pressure of inevitable change, I utilize decision-criteria that my team can use. In this, these are the boundaries that they are free to make decisions and taken action within where I will underwrite their decisions. As well, I ensure my team and an ultimate end-state that needs to be achieved. Paraphrased, when everything is said and done, where do we want to be at the end of all this. It is a short, concise statement of end-state intent. In this, when the team is working and things go sideways, they have the comfort of a structured process through which to address change.
Another way to build a team that thrives under pressure is to empower your team members to make decisions, solve problems, and take ownership of their tasks. This means giving them the autonomy, authority, and resources they need to do their work, as well as trusting them to deliver quality results. Empowered team members are more likely to be engaged, creative, and proactive, which can boost their performance and satisfaction under pressure.
My team has never had and will never have puppets... I push my team members to learn and know how to make decisions, that's the only way I can, as a program manager, see the full picture and mainly deal with it. In any case that they do not find a solution to the problem, I ask them to bring me options for a solution, and this is how I challenge them to think about solving the problems
Let team members make decisions on their own. Encourage them to share their ideas and work together. Recognize and value diverse perspectives.
Even the most empowered team members need support and feedback from their program manager, especially when they face challenges, risks, and conflicts. As a program manager, you need to provide your team with regular and constructive feedback, both positive and negative, to help them improve and grow. You also need to offer them support, both emotional and practical, to help them cope with stress, overcome obstacles, and celebrate achievements. Support and feedback can strengthen your team's confidence, morale, and cohesion under pressure.
You cannot expect your team members to decide and lead unless you as a program or even project manager mentor them and give them good feedback or feedback for improvement. You need to be a professional mentor for them that they can turn to
Teams thrive under pressure when work is a safe space for team members to express perspectives on challenges, failures, delays, or the unexpected. When they’re able to openly discuss and collaboratively find a solution. This means leading with the carrot and not the stick. As program managers an essential skill is acknowledging the work that’s been done irregardless of the results. Sometimes our most important lessons both for the technology and the teams comes from those failures or delays that give us lessons learned and insights to set us on the right track in the future. Some of the best and brightest companies embrace the idea of “Failure” as a part of their process – – fail, first, fast, and often is a motto for their success.
Be there to help when someone needs it. Tell them what they are doing well and how they can do better. Make feedback a two-way conversation.
A team that thrives under pressure is a team that learns from its experiences, both successes and failures. As a program manager, you need to promote a culture of learning and development in your team, by encouraging them to reflect, share, and apply their lessons learned. You also need to provide them with opportunities to develop their skills, knowledge, and competencies, through training, coaching, mentoring, or other methods. Learning and development can enhance your team's capabilities, adaptability, and innovation under pressure.
Creating constant pressure is sometimes like a false alarm of a fire in a building - whenever it won't work or it won't be addressed. That's why you have to know how to manage the pressure and understand when you have to step up and when you have to let go in order to achieve more in the future
Keep learning new things for your job. Get better at what you do by going to workshops or getting help from others. Investing in the growth of your team members can enhance their ability to handle pressure.
Accountability is important in effective program management, but accountability is not crucifixion. When a mistake is made usually its more effective for the team long term if the member learns from it and understands how to to apply that knowledge to mitigate future occurrences. This will foster trust and in turn will promote innovation and development.
Finally, a team that thrives under pressure is a team that feels recognized and rewarded for its efforts and achievements. As a program manager, you need to acknowledge and appreciate your team's contributions, both individually and collectively, and show them how they add value to the program and the organization. You also need to reward your team with tangible or intangible incentives, such as bonuses, promotions, recognition awards, or flexible work arrangements. Recognition and reward can increase your team's motivation, loyalty, and satisfaction under pressure.
Tell people when they do something good. Implement a fair and transparent rewards system. This could include monetary incentives, promotions, or public recognition. Recognizing individual and team efforts contributes to a positive team culture.
I am a fan of celebrating small wins when working in a team. I find that recognizing small victories is vital. Handwritten notes, shout-outs in meetings, or a quick team huddle to cheer on accomplishments can go a long way. It's about fostering a culture where every step forward, no matter how small, is celebrated. These gestures show appreciation and keep everyone motivated toward our shared goals.
I think teams that thrive under pressure are usually supported by an innovative and resilient organizational culture. Equally important is recognizing that managing stress among teammates and really talking about healthy work-life balance is going to pay dividends when the team is under pressure.
Building a team that thrives under pressure is a multifaceted challenge. For me: Fostering psychological safety is key. When team members feel safe, they openly share ideas, promoting collaboration and innovation. Trust is crucial in high-pressure scenarios; it reduces friction, streamlines decision-making, and allows for seamless collaboration. A psychologically safe team is more resilient. I actively contribute to this environment by fostering open communication, celebrating diverse perspectives, and consistently demonstrating trust. Members can admit mistakes, learn, and adapt quickly, knowing their contributions are valued. Continuous learning reinforces the idea that the team is a safe space for experimentation and improvement.