12/4/22, 9:10 1.

2 Lead a Team - PM Illustrated PMP Exam

1.2 Lead a Team

pmillustrated.com/1-2-lead-a-team

December 30, 2020

Home / 1.2 Lead a Team

Leadership vs. Management

"Management is getting people to do what needs to be done. Leadership is getting people to

want to do what needs to be done.”

Warren Bennis

As this quote explains, leadership goes beyond directing work and instead engages the
motivation of others.

For team members, good leadership makes the difference between going to work just for
money versus feeling like they are making a difference in a supportive environment that
recognizes their contributions. Leadership skills are crucial for building high-performing
teams. Leadership, coupled with management skills, magnifies productivity.

Motivation and Productivity

We all experience different levels of motivation and productivity. Sometimes we are keen to
do the work, sometimes any other distraction seems more appealing. This is normal at the
small scale of minute-to-minute tasks. Yet, it also manifests up to our overall performance in
a role.

The image below shows how team member productivity contributions can vary from net-
negative Undermining or Resistance on the left-hand side all the way to Passionate
Innovation on the right.

https://www.pmillustrated.com/1-2-lead-a-team/ 1/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Our job, as project managers, is to move people more to the right. We use leadership skills to
do this.

Leadership is a vast topic; more has been written about it throughout history than the whole
field of project management. To address the critical leadership tasks and enablers covered in
the PMP exam, we will briefly cover the 5 leadership behaviors from the book “The
Leadership Challenge.”

1. Model the way – Exhibit the behavior you want to see in others
2. Inspire a shared vision – Reveal the beckoning summit so others can chart their
own course
3. Challenge the process – Search for opportunities, innovate and experiment
4. Enable others to act – Foster collaboration, create a climate of trust, strengthen
others
5. Recognize contributions – celebrate the values and victories, show appreciation

1) Model the Way

Authors of the Leadership Challenge, James Kouzes and Barry Posner, conducted a 10 year
study of more than 75,000 people and asked, “What values do you look for in your leader?”

They gave people a choice of 20 recognized positive traits and asked people to select their top
five.  Time after time, from country to country, across industries and demographics, the same
four attributes emerged first. 

1.1) Honest

More than intelligence, imagination or courage, these four attributes are what people look
for. The number one trait is honesty. We will not willingly follow dishonest people for long.
This is because emotion precedes action; it has to feel right for us to commit to them. It
undermines our own sense of worth to follow someone we do not respect.

https://www.pmillustrated.com/1-2-lead-a-team/ 2/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Without honesty and integrity, other personality traits or skills do not matter because people
are no longer listening. We demonstrate honesty by following through on what we
committed to, by not lying and showing integrity through our behaviors and actions.

Project managers should demonstrate the behaviors they wish their team to exhibit. Admit
your mistakes, promote candid discussion of issues and show humility. Adopt a sharing,
abundance model to information and always be communicating.

1.2) Forward-Looking

The second attribute, “Forward-looking,” means being able to create a clear and compelling
view of where we are trying to get to. People will only willingly follow you when they think
you have somewhere worthwhile in mind.

This does not only apply to high profile CEOs and visionaries like Elon Musk; the same
applies to mundane projects such as repainting toilet blocks and performing office moves.
People need to see you have a plan, and you can describe it effectively. We will look at how to
create a compelling vision shortly.

1.3) Competent

 Leaders do not have to be super-efficient, technical geniuses. Instead, they just need to be
competent enough to guide us. A track record for getting things done is more important than
domain expertise as the other team members can fill in any gaps.

1.4) Inspiring

 People want their leaders to be enthusiastic, energetic and optimistic about the future. After
all, if a leader shows no passion for a cause, why should anyone else? Emotions are
contagious, and so if the leader can generate some enthusiasm for the goal, hopefully, this
will spread to the other team members. No one suggests being artificially optimistic (this
goes against honesty), but leaders who can inspire contribution are preferred over dull or
pessimistic thinkers.

The remaining Leadership Challenge behaviors (2 Inspire a shared vision thru 5

Recognize contributions) are described in the following enabler sections.

1.2.1 Set a Clear Vision and Mission

Linked to the Forward-looking attribute, a critical step in leading a team is creating a clear
and motivating vision of where we are trying to get to.

https://www.pmillustrated.com/1-2-lead-a-team/ 3/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

One of the best ways to understand the importance of creating a clear vision for a project is
to consider how we act when we do not have a clear vision. What do we do when we are
driving in fog?

We slow down. Unclear of what lies ahead, we take our foot off the gas and proceed very
cautiously. The same happens on projects. Without a clear view of where we are trying to get
to, teams are hesitant. Clarity and direction allow focused effort and speed.

Vision unites teams and concentrates their effort. To be effective, the project vision should
be:

Ideal
Specific
Visual
Future-Oriented
Purpose-Driven

Project managers can do this in many ways.

Project Vision statements describe the desired end-goal and outcomes for
the project. They depict the project‘s direction and general destination,
which helps with funding and stakeholder alignment.  A good vision gives
project participants a reason for contributing (beyond it being their job.)

There are many templates for creating project vision and mission
statements. Too many to review in this short revision format. Instead of
trying to cover them all, we will instead take a closer look at just one technique called
“Design the Product Box”.

Agile projects often use a vision/kick-off exercise called Design the Product
Box to co-create the project vision statement. The activity is derived from
“Design the brochure description” described in the book “Managing the
Design Factory.” By Don Reinertsen. Later, Jim Highsmith outlined the
“Design the Product Box” exercise in his book “Agile Project Management.”
Since its introduction, the exercise has started to be used in hybrid and
traditional project settings too. Have a look at the description below and see if it could be
adapted to work on your projects. 

Co-Creating the Project Vision with Design the Product Box

This exercise can be used at Kick-off meetings to help clarify the project objectives and align
stakeholders around those objectives. Sponsors, business and team members are split into
two mixed groups to contain people from each functional area. The groups are asked to

https://www.pmillustrated.com/1-2-lead-a-team/ 4/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

imagine that we were to sell the completed successful project outcome. Each group then has
20 minutes to design the box the product will ship in following some simple rules.

On the front of the box, they must create the product name, optionally a logo, and the top
three features. Not four or five, just the three essential features for the project/product to
deliver. Then on the back, they can list the next 10-15 most important features.

After the 20 minutes is up, each of the teams presents their product boxes and explains why
they thought their three items were the most important. The dialog that ensues as executives
and business representatives who were split between teams debate the merits of their top
three list compared to others is incredibly valuable.

Kick-off meetings can otherwise be limp, introduction focussed sessions. By using the
product box exercise, we quickly drive out key project issues. A final product box is created
(sometimes with executive tie-breaking), and a strong sense of purpose and vision is created.

This exercise is useful as it embodies the five principles of a good project vision:

1) Ideal – it represents some future preferred state

2) Specific – it is not generic (like statements such as “happy stakeholders”, “conforms to

requirements”) but a product of a specific team addressing a definite problem

3) Visual – Images are important because they connect the right and the left sides of the
brain, enabling us to better understand the preferred end state.

4) Future-Oriented – providing a target to aim for in the future

5) Purpose-Driven – provides a common goal that stakeholders who have different skills
can all work towards.

Vision Helps with Local Decision Making

Creating a clear vision for the project helps stakeholders make better local decisions aligned
to the overall goal. Leadership Challenge authors Kouzes and Posner liken creating a strong
vision to “Revealing a beckoning summit towards which others can chart their own course.”

Once we explain and illustrate where we are going, it will help everyone else as they make
decisions in their day to day work. This way, when faced with their choices, or forks in the
trail towards project completion, they make decisions aligned with the larger goal.

Establishing a project vision is not a once-and-done process. The best leaders spend a
significant portion of their time maintaining the shared vision of success criteria. This is in
part because people forget, people adopt simpler interpretations that suit their needs better,

https://www.pmillustrated.com/1-2-lead-a-team/ 5/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

and stakeholders leave and join the project.

1.2.2 Support Diversity and Inclusion

The benefits of diversity and inclusions are widespread and well documented. This link
provides a comprehensive list of diversity research, which cites the following project team
advantages:

Fewer blind spots – Diversity brings more insights and viewpoints to all discussions
Improved risk management – A wider range of experiences allows for identifying a
broader set of scenarios that may happen
Better customer empathy – Diverse teams have higher levels of empathy and are
more likely to relate with a diverse customer base than a mono-culture team
Better decision making – With more insights and viewpoints, a more extensive set
of options and alternatives are evaluated, and more robust decisions made

Outside the project team, the research listed above also shows the following organizational
benefits:

Lower employee turnover

Higher employee job satisfaction
Boosting company reputation
Lower instances of fraud

So, beyond the moral justification for increasing diversity and inclusion, there are clearly
many business benefits. Once we acknowledge these benefits, the next question becomes,
“How do we increase diversity and inclusion in our projects?”

Diversity and Inclusion How-To’s

The following list of steps is a primary starting point. Project managers should also consult
their own organization’s policies on Diversity and Inclusion. If they are lacking, consider
lobbying for more. The benefits are well documented and the principles justified.

Recognize that change starts with us – We have to embrace diversity and

inclusion to have any conviction or energy to effect meaningful changes.
Education and awareness – learn and teach how diversity is not just gender, race
and religion. It also includes age, language, disability, culture, socioeconomic status,
sexual orientation and other factors.
Expand recruiting – do not just use the typical recruiting sources – that will return
the usual candidates. Consider online job boards, community colleges, and offering
relocation packages to attract more diverse candidates.

https://www.pmillustrated.com/1-2-lead-a-team/ 6/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Review job post wording – watch for masculine type language such as “ambitious”
and “dominate.” These terms may be less appealing to female applicants.
Offer flexibility – accommodating different working hours can help people with child
care requirements or those health issues. It also allows for a better general work-life
balance.
Floating holidays – provide flexibility for differing religious preferences.
Strengthen anti-discrimination policies – ensure diversity and inclusion are
taken seriously and infractions are dealt with appropriately.
Tools choice and training – Some project tool choices might favor demographics
that are already familiar with them (Kik, TikTok, Slack). Do not assume everyone will
be familiar with them and provide training as required.
Create inclusive workplaces – provide nursing rooms, prayer rooms and whatever
other space people need or want to feel included.
Promote dialog – create an open dialog about pay inequalities. Make sure you listen
to your employees and provide leadership opportunities.

If this sounds like a lot of work, maybe you are working somewhere that needs a lot of work
doing on it? Now workplace reviews are openly posted online, and roles more temporary, the
workforce is more mobile than ever. Organizations that do not take diversity and inclusion
seriously will lose the war for talent.

1.2.3 Value Servant Leadership

Servant leadership was popularized by Robert Greenleaf and described a mindset and set of
practices. It flips the power pyramid, so instead of the team working to serve the leader, the
leader supports the team.

 Servant leadership is a mindset and value system. It is based on recognizing that the team
members deliver the project benefits, so the best thing a project manager can do is serve the
team and help them succeed. This maximizes the amount of value they can produce and
increases the capabilities and capacity of the group.

Project managers can practice servant leadership by shielding the team from interruptions,
removing obstacles from their path,  and ensuring the team has what they need to encourage
growth. Let’s review each competency in more detail.

1) Sheild the team from interruptions – A critical role of a leader is to let the team do
their work. Distractions and low-priority interruptions can come from many sources. They
might be requests from superfluous sources or demands for low-priority admin work. Even
quick interruptions cause task-switching and interrupting the flow of the team.

https://www.pmillustrated.com/1-2-lead-a-team/ 7/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Special-ops and Skunkworks teams have been

effective and highly productive partly because
they were separated and shielded from
interruptions. So see what you can do to keep
the team protected from low-priority or non-
value adding activities.

2) Remove Obstacles – Clearing the path of

impediments, obstacles, and constraints is a
vital role for a servant leader. It involves both
observing the team and listening to them
report issues, concerns or frustrations. Then,
remove these blockers and ease the constraints
so that team members can be more effective
and deliver value.

For example, during a daily standup meeting

or team meeting, someone reports delays due
to a slow-performing tool and delays from a vendor.
The project manager can take on the role of
investigating tool upgrades or following-up with the
vendor. The project manager is serving the team,
doing what they can to assist with the smooth
operation and maximum throughput of work.

3) (Re)Communicate the project vision

– a critical role of a project leader is to
communicate and re-communicate the project
vision. By creating a clear image of the
completed solution and project goals,
stakeholders can check and align their
decisions and work towards the common
project objective. This is the “Reveal a
beckoning summit towards which others can chart their own course” Idea. Put simply, a
common vision helps keep people pulling in the same direction.

When busy executing a project, it is common for divergent views to develop between well-
intentioned team members. Team member’s desires for simplicity or to try new technology
can diverge from business requirements. Quality analyst’s desires for completeness and
conformance can separate from the sponsor’s wishes for rapid progress and completion.

https://www.pmillustrated.com/1-2-lead-a-team/ 8/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Jim Collins in Good to Great writes that a trait

of Level 5 Leaders (the most effective and
leaders of great companies) dedicate a much
higher percentage of the work time to
communicating and re-communicating project
and corporate vision. Kouzes and Posner
believe it is almost impossible for leaders to
over communicate project vision and it is a
critical step for effective leadership.

So, don’t have just one vision exercise at

project kick-off and then assume you are done. Continually look for opportunities to
communicate the project vision and new ways to illustrate and reinforce that vision.

4) Provide fuel and encourage growth –

People need encouragement and support to try
new things and deliver in challenging
environments. Servant leaders provide what
they need, whether that’s help with a new tool,
an introduction to a customer, or just some
kind words of encouragement. Help make
them successful as best you can.

We need to celebrate small victories (and, of

course, major accomplishments) as we go. It is
tempting to save the project celebrations to the
end, but we may never meet a successful end without some regular recognition. Celebrations
and recognition are momentum building exercises. We need to practice them frequently so
obstacles can be broken through and the final project goals accomplished.

Servant leaders look for opportunities to grow the capabilities of the team members. This
may be through mentoring, training or providing a safe environment for people to try new
skills or roles. When we show an interest in our team members’ long-term success, two
powerful benefits occur.

First, the team members will appreciate the interest in them beyond just filling a role. When
people see the opportunity for personal growth, they are far more likely to be motivated to
contribute. Second, by growing the team’s capabilities, we are increasing the organization’s
capabilities and worth. Subsequent projects and operational work will benefit.

Putting these roles together, servant leaders facilitate rather than manage. They shield the
team from interruptions, clear the path for the team, frequently remind everyone of the
destination and provide encouragement and sustenance for long term success.

https://www.pmillustrated.com/1-2-lead-a-team/ 9/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

1.2.4 Determine an Appropriate Leadership Style

There are many styles of leadership, in addition to servant leadership. While servant
leadership is usually the dominant theme, there will be times when the team might benefit
from some emphasis in one area or another.

A project manager plays a critical team leadership role. This role needs to maintain a healthy
balance for getting the project work done and keeping people motivated and engaged. It
balances a concern for production and concern for people. Ideally, we want to operate in the
upper right quadrants of the images below with a high concern for both people and
production.

However, from time to time, priorities change and alternative leadership styles/emphasis are
required. For example, when an important deadline is approaching, it might be necessary to
adopt more of a Directing style (lower right) for a short time, knowing there will be
Supporting work to do afterward.

Likewise, when conflict occurs on the team, production focus might be sidelined while team
issues are resolved or at least stabilized. Long term, we want to be in the upper-right
coaching role, but things rarely go to plan for long. Good project managers flex their
approach and focus as they adapt and aim to maximize the team’s long-term productivity.

1.2.5 Inspire, Motivate and Influence Team Members/Stakeholders

Inspiring and motivating a team can seem like a daunting task, but much of it comes down to
creating a productive environment. When the right components are in place, people will
want to contribute. To make such an environment, we need to understand some motivation
theory.

Douglas McGregor popularized the “Theory X and Theory Y” approach to worker motivation
in the 1960s. He explained that “Theory X views employees as inherently lazy and will avoid
work if they can. Management believes that workers need to be closely supervised and
comprehensive systems of controls developed.

Theory Y, however, assumes employees are ambitious and self-motivated. They enjoy
creative problem solving, but their talents are underused in most organizations. Managers
should communicate openly with staff, minimizing the difference between superior-
subordinate relationships, creating a comfortable environment in which people can develop
and use their abilities. This climate includes the sharing of decision-making so that staff have
a say in decisions that influence them.”

https://www.pmillustrated.com/1-2-lead-a-team/ 10/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

There is a close link to servant leadership here. McGregor shows “Management” above the
“Staff”, suppressing them in the Theory X model and “Management” below the “Staff”
elevating them in Theory Y. These days, most organizations try to adopt more Theory Y than
Theory X, since it leads to better motivations. However, probably everyone has experienced
Theory X at some point in their careers too.

Another popular motivation theory is Hertzberg’s Two-factor theory into job satisfaction and
motivation. The two factors are intrinsic (internal) and extrinsic (external). Hertzberg
asserted that people are motivated by intrinsic factors (such as advancement, growth and
achievement) and extrinsic factors (pay, status, working conditions.)

These extrinsic factors behave more like basic hygiene. People need them to be satisfied, but
they are not motivators by themselves. Yet, failure to address these hygiene factors will result
in demotivation. These intrinsic motivators and extrinsic demotivators (if not present) as
shown as wind and anchors below.

It is easier to motivate people with internal, intrinsic feelings of interesting work,

accomplishment and the ability to advance in their careers. When we try to encourage people
using external, extrinsic factors such as status and money, they are not as motivating.
Instead, they are potential demotivators if not provided. When we know what motivates
people (intrinsic motivators) and what upsets them (not having extrinsic motivators), we
stand a much better chance of having happy, more motivated teams.

Psychological Safety

We need to create an environment where people feel welcomed and safe to ask questions.
Without this, people will not engage or produce anything of worth. We also need to make
people feel safe to create and share their work with peers and customers and suggest
improvements to the process. These various levels of safety form the domain of workplace
psychological safety.

Psychological safety describes how comfortable we are at interacting, contributing and

questioning others at work. In the book The 4 Stages of Psychological Safety, author Timothy
Clark outlines the following model for understanding psychological safety, which progresses
through four stages:

1) Inclusion Safety – the basic human need to belong and be accepted by a group. People
need to feel safe to be themselves, including any unique attributes. Without inclusion safety,
people feel excluded.

2) Learner Safety – the encouragement needed to learn, experiment and grow. Safety
when asking questions, getting feedback, trying things out and making a few mistakes along
the way. Without learner safety, people will be unwilling to try new approaches.

https://www.pmillustrated.com/1-2-lead-a-team/ 11/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

3) Contributor Safety – the feeling of safety required to contribute something and have it
judged by others. People will guard their work for too long without contributor safety,
waiting for it to be perfect and miss out on early feedback. They will also not feel like they are
making a difference.

4) Challenger Safety – having the permission and “air cover” needed to challenge the
status quo. To question why things are done that way and suggest ways to make things
better. Without challenger safety, retrospectives and improvement initiatives will suffer since
no one will speak up and discuss what is wrong.

Project managers can establish psychological safety by modeling the desired behavior. We
should admit our mistakes and ask basic questions. Having the courage to “learn out loud”
shows we do not have all the answers, and it is okay and encouraged for people to be open.

1.2.6 Analyze Team Members and Stakeholders Influence

Understanding influence is a crucial skill for navigating successful relationships. It helps us

determine who to spend the most time listening to and how to best communicate on the
project. As a project manager, our own influence travels in many directions. It goes upwards
(senior management), downwards (team or specialists), outwards (external) and sideways
(project manager’s peers).

The Salience Classification Model is a way to classify influence based on the three attributes
of

Power – their authority

Legitimacy – how appropriate their involvement is in the project
Urgency – their immediate need

Where these influence circles overlap, we get subgroups of Core, Dominant, Dangerous and
Dependent. Stakeholders in the central Core area need the most attention since they have
power, legitimacy and urgency. Your project sponsor would be an example of someone with
Core influence.

As we move further away from the Core, the strategies for working with people can flex based
on their influence and the project needs. Stakeholders in the Dominant, Dangerous, and
Dependent regions still need plenty of attention since they mix two influence factors. The
outer Dormant, Discretionary and Demanding groups would typically be served third,
behind the other groups.

The Salience Model is a useful classification tool. It helps us consider stakeholders based on
their level of authority (Power), how appropriate their involvement is in terms of the project
(Legitimacy) and their immediate needs (Urgency.) However, in real-life, personalities often

https://www.pmillustrated.com/1-2-lead-a-team/ 12/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

have a strong influence on how much attention we need to dedicate to them to be effective.

Also, the areas of overlap are not that intuitive to people. So you might spend as long
explaining the model to someone unfamiliar with it as you do discussing strategies to work
with people. A simpler model is the Power Interest Grid.

The Power Interest Grid groups stakeholders based on their authority levels (power) and
interest in the project.

During the Stakeholder Analysis of a project, we:

Determine which stakeholders to manage closely and which will require less effort
Determine the level of participation required from each stakeholder
Document the interests and motivations of stakeholders in a project
Identify the stakeholders that can make the project unsuccessful
Look for any conflicting interests and relationships between stakeholders
Determine communication strategies and medium best suited for each stakeholder

This analysis helps us focus our time and energy on the stakeholders that can make or break
the project. It also allows us to create a communication and stakeholder strategy.

1.2.7 Distinguish Between Various Options to Lead Team Members

and Stakeholders

After categorizing our stakeholders and understanding the difference between intrinsic and
extrinsic motivators, we still need to lead the team. Some team members will likely be
competent, diligent and a pleasure to work with. Others, not so much.

To maximize our chances of success, we should work diligently to create a positive

environment and be proactive about tackling conflict when arguments go beyond
constructive disagreement. Other factors, such as creating a sense of solidarity/cohesion
within the team, providing regular recognition and rewards, along with leading with
emotional intelligence, all play an essential role. 

Many of these topics are covered in more detail in their own sections.

1.1 Manage Conflict

1.3 Support Team Performance
1.4 Empower Team Members and Stakeholders
1.5 Ensure Team Members and Stakeholders are Adequately Trained
1.6 Build a Team
1.7 Remove Impediments/Blockers for the Team
1.8 Negotiate Project Agreements

https://www.pmillustrated.com/1-2-lead-a-team/ 13/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

1.9 Collaborate with Stakeholders

1.10 Build a Shared Understanding
1.11 Engage and Support Virtual Teams
1.12 Define Team Ground Rules
1.13 Mentor Relevant Stakeholders
1.14 Performance through Emotional

For the remainder of this section, we will focus on a couple of topics not mentioned in the list
above. These are challenging the process and providing recognition and rewards.

Challenge the Process

Challenging the process may sound rebellious, and that’s a deliberate motivating strategy.
We should always encourage teams to innovate, grow and improve. However, “continuous
improvement” may sound trite or too much like hard work to some people. “Challenge the
process” – that’s something I can get behind!

We can identify improvements by asking the team for suggestions, looking at problem areas
and sources of waste. Then through small-scale experiments, try the suggested new approach
in a controlled environment. If it works then great, we can try larger tests and make the
process standard. If it fails, what can we learn from this? Is there a better way and what
should we try next?

Agile approaches can use the regularly scheduled retrospective workshops

to look for improvements and define experiments for the upcoming
iteration. The frequent reviews and short development cycle times make it
simple to build improvement into the regular process.

There is nothing to stop hybrid and traditional approach projects from also
scheduling regular reviews and improvement trials. It just takes a little
more planning. Phase gate and milestone reviews provide good
opportunities, as do end of quarter look-backs.

During these reviews, the basic topics to review include:

1) What went well?

2) Where do we have opportunities for improvement?

3) What experiments should we try in the next period?

Another tool we can use is an Action Wheel. Drawn on a whiteboard, the quadrants of a
wheel are labeled: “Do More of”, “Do Less of”, “Start Doing”, “Stop Doing” as shown below:

https://www.pmillustrated.com/1-2-lead-a-team/ 14/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

The format used is less important than ensuring we regularly engage the team in ways to
improve. Then, once practical ideas have been suggested, follow-through on some
experiments. Asking for improvements and then ignoring them is a sure-fire way to
disengage people.

Teams can bring better visibility to their ideas and experiments by using boards (information
radiators) to show content, progress and outcomes.

As well as creating better processes for your organization, challenging the process also builds
your team’s sense of autonomy. When people help define how they work, they feel a stronger
sense of ownership and commitment to it, which is a powerful motivator.

Autonomy, Mastery and Purpose

Daniel Pink author of “Drive: The Surprising Truth about what Motivates Us,“ explains
people are motivated by the internal concepts of:

Autonomy
Mastery
Purpose.

Autonomy means giving people control over how they work. Including control over:

    Task – the work they do and how they undertake it

    Time – when they choose to work in the day, week, year

    Technique – How they perform tasks and from where

    Team – How they organize, interact and collaborate

Experiments, retrospectives, lessons learned and challenging the process all contribute to
building a sense of autonomy for work.

Mastery describes the pleasure we get from doing what we love and following our passion.
We are in the zone, or what Pink calls finding our flow. “Flow” is the term to describe the
state of mind when time seems to disappear, and we are just immersed in the task.

Mastery comes from:

    Flow – having the time, space and freedom to find and exercise your passion for a
profession

    Goldilocks Tasks – Not too difficult and not too easy, but just right. We need enough
Goldilocks tasks to stretch, engage and indulge our desire for completion and satisfaction.

https://www.pmillustrated.com/1-2-lead-a-team/ 15/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

    Mindset of learning – people want to learn new skills and extend their capabilities.
When we create learning opportunities at work, people are more motivated.

Purpose describes tapping into people’s belief that there should be more to work than just
making money and success. Instead, aligning company goals with individual’s aspirations for
doing good and meeting a higher guiding principle.

We may not work for organizations with compelling goals or inspirational objectives.
However, we can create a sense of purpose within our teams for delighting customers or
surpassing targets. We should not underestimate the motivational effects of developing
autonomy, mastery and purpose with our teams. They form more potent motivators than
those based on rewards and recognition alone.

Rewards and Recognition

Even with autonomy, master and purpose, there is still a place for rewards and recognition.
In fact, they play a hygiene role. We need them but rarely notice them and only really get
upset when they are absent.

Waiting for the successful completion of a project before celebrating is too little, too late. We
need to show regular appreciation as we go. Appreciations do not need to be large, but they
should be thoughtful. 

Recognition is often an intangible, experiential event based on behavior rather than an

outcome. It is not restricted to a set time and usually unexpected by the recipient. It is
intended to increase people’s feeling of appreciation. Saying a sincere “thank you” for some
hard work is a great place to start.

“Ceremonies, celebrations, and rituals are not about the event. They’re about touching the
hearts and souls of every employee.”

Victoria Sandvig, Charles Schwab

Rewards can be tangible, consumable items, like a gift certificate or meal voucher. They are
typically given as a result of a particular achievement or reaching a specific outcome. In some
environments, they might be expected when a goal is met. The purpose is to motivate
towards a particular outcome and are always given with recognition too.

https://www.pmillustrated.com/1-2-lead-a-team/ 16/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

Creating a reward and recognition plan for a team should start with the basics of an
inclusive, safe and productive work environment. Then add layers of motivation, recognition
and rewards. It does not need to be like kindergarten, but it does need to be structured to
avoid workplace issues and facilitate high performance.

Leading Teams is a People Skill

“You can be the world’s leading expert at PERT/CPM and Earned Value Analysis and still fail
at managing projects if you don’t know how to deal with people.”

James Lewis

Project managers need to understand what motivates people to get them enthused about
collaborating and actively contributing during the project’s lifetime. It is one thing to be
happy to work when everything is new and exciting, but most problems face conflicts,
setbacks and obstacles. Leading a team during all its ups and downs requires a full repertoire
of people skills.

Deliverables and Tools

Vision / Mission document

Charter
Product Box
Reward and Recognition Plan
Diversity awareness
Leadership styles
Communicate vision
Behavior modeling
Remove impediments
Recognize contributions
Influence matrix
Salience model
Challenge status quo

Related Topics

Login

https://www.pmillustrated.com/1-2-lead-a-team/ 17/18
12/4/22, 9:10 1.2 Lead a Team - PM Illustrated PMP Exam

https://www.pmillustrated.com/1-2-lead-a-team/ 18/18