In any project, the success of the team hinges on the commitment and performance of each member. However, it’s not uncommon to encounter team members who avoid taking ownership of their tasks, which can lead to delays, decreased morale, and ultimately, project failure. As a project manager, it's your responsibility to address these issues promptly and effectively to ensure that the project stays on track.
This article outlines strategies for dealing with team members who avoid ownership, providing practical steps to resolve the issue and fostering a culture of accountability within your project team.
1. Understand the Root Cause
Before addressing the issue directly, it’s important to understand why a team member might be avoiding ownership. Several factors could contribute to this behavior:
- Lack of Clarity: They might not fully understand their responsibilities or how their role fits into the overall project.
- Fear of Failure: They may fear making mistakes and prefer to avoid responsibility to prevent being held accountable.
- Lack of Motivation: They might not be engaged or motivated by the project, leading to a lack of interest in taking ownership.
- Overwhelm: They could be struggling with their workload or facing personal challenges that prevent them from performing effectively.
Identifying the root cause allows you to tailor your approach when addressing the issue.
2. Communicate Expectations Clearly
One of the most common reasons for a lack of ownership is unclear expectations. Ensure that every team member knows exactly what is expected of them in terms of deliverables, deadlines, and accountability.
- Set Clear Goals: Clearly define what success looks like for each task or responsibility. Use SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to provide clear direction.
- Regular Check-Ins: Hold regular meetings to discuss progress, clarify any uncertainties, and provide support where needed.
- Written Documentation: Document roles, responsibilities, and expectations in project charters or task assignments to avoid any ambiguity.
3. Foster a Culture of Accountability
Creating a culture where accountability is valued and expected can help prevent issues with ownership before they arise. Encourage team members to take pride in their work and understand how their contributions impact the project as a whole.
- Lead by Example: Demonstrate accountability in your own work. When team members see you taking responsibility, they are more likely to follow suit.
- Peer Accountability: Encourage team members to hold each other accountable. This can create a sense of shared responsibility and promote a more collaborative environment.
- Celebrate Successes: Recognize and reward team members who consistently take ownership and perform well. This positive reinforcement can motivate others to do the same.
4. Provide Support and Resources
Sometimes, team members avoid ownership because they lack the necessary resources or skills to complete their tasks effectively. As a project manager, it's important to provide the support they need to succeed.
- Offer Training: Provide additional training or mentorship if a team member is struggling with certain aspects of their role.
- Allocate Resources: Ensure that team members have the tools, time, and support they need to complete their tasks.
- Be Available: Make yourself available to discuss challenges and provide guidance. This can help team members feel more confident in taking ownership.
5. Address Issues Directly and Constructively
If a team member continues to avoid ownership despite your efforts, it’s essential to address the issue directly. Approach the situation with empathy and focus on finding a solution rather than assigning blame.
- Private Discussion: Have a one-on-one conversation with the team member to discuss your concerns. Use specific examples to illustrate the issue and its impact on the project.
- Listen and Understand: Allow the team member to explain their perspective. There may be underlying issues that they haven't communicated.
- Collaborate on Solutions: Work together to develop a plan to improve their performance. Set clear expectations for what needs to change and how you will support them in making those changes.
6. Implement Consequences if Necessary
If the issue persists despite your efforts to resolve it, you may need to implement consequences to emphasize the importance of accountability.
- Escalate the Issue: If necessary, involve higher management or HR to address the ongoing issue. This step should be taken with care and only after other avenues have been exhausted.
- Reassign Responsibilities: In some cases, it may be necessary to reassign tasks to other team members to ensure project success. This should be done transparently, with a focus on what is best for the project.
- Consider Performance Reviews: If a team member consistently fails to take ownership, this should be reflected in their performance reviews, with clear documentation of the issues and the steps taken to address them.
Finally, use this experience as an opportunity to reflect on what could have been done differently and how you can prevent similar issues in the future.
- Team Feedback: After the project, gather feedback from the team about what worked well and what didn’t. This can provide insights into how to improve team dynamics and accountability.
- Continuous Improvement: Use the lessons learned to refine your project management practices. This could involve adjusting how you communicate expectations, fostering accountability, or supporting your team.
Dealing with team members who avoid ownership can be challenging, but it’s an essential part of project management. By understanding the root cause, communicating clearly, fostering accountability, providing support, and addressing issues directly, you can help your team members take ownership of their responsibilities and contribute to the success of the project.
Remember, a successful project depends on the collective efforts of the entire team. As a project manager, your role is to guide, support, and motivate your team to perform at their best, ensuring that everyone is committed to achieving the project’s goals.
Rick Khosla is a seasoned Portfolio Program Manager with over 25 years of experience in program management, both in the Federal Government and commercial sectors. With a strong background in managing large-scale technology programs, Rick has built a reputation for delivering results, driving customer satisfaction, and ensuring program profitability in the complex IT landscape. Rick holds certifications in Program Management (PgMP) and Project Management (PMP),
Key Skills and Achievements
- Program Leadership: Rick has a proven track record of leading large, complex programs that involve multiple stakeholders and high levels of coordination. His leadership style is results-oriented, focusing on delivering high-quality services that meet or exceed client expectations.
- Technology Expertise: With deep knowledge of various IT platforms, Rick has successfully managed programs involving Microsoft Azure, ServiceNow, Oracle ERP, SAP, and other enterprise technologies. His ability to navigate the complexities of these technologies has been instrumental in driving program success.
- Project Management Tools: Rick is an advanced user of a wide range of project management software, including MS Project, Primavera, Smartsheet, Costpoint, and Open Plan. His proficiency in these tools has enabled him to effectively manage schedules, resources, and budgets, ensuring projects are delivered on time and within scope.
- Stakeholder Engagement: Rick excels in building and maintaining strong relationships with stakeholders at all levels. His ability to communicate complex ideas clearly and build trust has been key to his success in managing large portfolios and driving organizational change.
- PMO Development: Over his career, Rick has established and matured PMOs that align project management practices with organizational goals. His approach to PMO development includes the implementation of standardized processes, the integration of project management tools, and the cultivation of a project-oriented culture.
