Your team’s productivity starts with you. Model positive, productive behavior, and your team will follow. Discover work-smart strategies that can help you and your team stay heads-down without losing sight of project goals.
In this class, you’ll learn how to:
Brett Harned: Hey, welcome back to the Art and Science of Leading Projects. In this class, you're going to learn all about how to get the most out of your team and yourself as a leader.
Brett Harned: Here's the thing, I know it's not an easy thing to do and you're probably limited on time, so I'm going to be totally honest and tell you that I've had my fair share of productivity challenges. When I worked in a large digital agency and managed a portfolio of projects for a pharmaceutical company, I noticed that work was lagging. People were missing deadlines. I did a little digging to figure out what was going on. It turned out that our lead designer was being asked to do work on another project, and I had no clue. I sorted that out and I got back to my designer who was back to full time on my projects. Productivity increased again and we got back on track, but she kept getting pulled into other things. It was totally out of my control, so I had to keep up on it like I was a watchdog. It was so frustrating, and it wasn't my only challenge in that role.
Brett Harned: You know, things happen and you cannot control everything. I have to say, I feel like I've seen it all. I've seen highly productive people who crush it and I've seen apathetic, disengaged team members who dragged the project down. I happen to think productivity is a really personal thing and there are lots of reasons people become unproductive.
Brett Harned: From team members who don't believe in a project and disengaged to the lack of clarity around the work expectations, or even lack of time or training, all of these things happen to teams at times. Maybe they've happened to you. If that's the case, then you'll want to keep watching. I'm going to provide some simple strategies to combat productivity killers. But first, I have to say it.
Brett Harned: Solid productivity starts with you, and it's not just about taking the templates and advice from this class and rolling them out to a team, it's about you believing in your team, and believing in yourself and the fact that you can set the tone by being positive and supportive. If you model the behaviors in this class and believe in them, your team will be more likely to follow.
Brett Harned: Okay. What I'm going to do is talk through five specific strategies that will help you to get the most out of your team. Now of course, there are a lot of things you can do personally to manage your days and be a better project leader, and I did already say that team productivity starts with you. So as I talk through these five strategies, think about how they apply to you as well. Trust me, I'll be giving you tips and hints throughout the course.
Brett Harned: Okay. The first one is all about finding ways to make your communications intentional, concise, and expected. That makes it sound daunting, and it shouldn't be. Good communications will always be at the heart of a great project and team, no matter what. I've got some simple tactics and templates to help you.
Brett Harned: Let's start with a simple statistic that will make you realize how important communications are. According to a study done by the McKinsey Global Institute, when employees are connected, their productivity expected to increase by 20 to 25%. This increase in productivity translates to over $1.3 trillion a year. This connection could be to one another or to the project's goals and tasks, which spoiler alert, is number two. This is relevant, but first let's talk about how you can see that 25% increase in productivity with your team through some solid communication tactics.
Brett Harned: There's a lot to setting expectations around the way you communicate, and if you already took classes six and eight in this course, then you're well on your way to doing a great job. If you haven't watched those classes, hit stop and navigate over to those classes and come back. Trust me, you'll learn what you need to know there. Not ready to switch classes? That's okay too. Essentially, you need to establish expectations and keep communications flowing so that everyone knows what's happening at all times. Because when your team is informed, they feel empowered to do their work. Consider these things.
Brett Harned: First, think about writing communication plans. I mentioned this first because I think one of the biggest issues with productivity is the constant flow of communication that can distract us if we don't have an expectation around intent, or it can even slow us down if we need to track down information. A communication plan helps you to set an expectation around what communications will be delivered when and who needs to be a part of them. I really do think having a simple document to help guide the decisions around how to communicate about a certain thing can be helpful, and it can save you and your team time.
Brett Harned: Second, conducts standup meetings. If you've used agile methods, you've probably experienced the standup meeting. Here's the thing, you don't have to be agile to use this meeting. Honestly, I think standups are the best way to get timely, regular updates from your team in the most painless way. If you've never heard of a standup and want to learn more about how to run them effectively, watch class number six.
Brett Harned: Okay. Next, I want to share a few specific features and TeamGantt that will help you to communicate quickly and clearly, leaving no question about responsibilities and progress. First is that you can set up checklists in TeamGantt. To-do lists are huge for productivity, so you should absolutely consider keeping team to do lists, and personal ones as well. But with TeamGantt checklist, you can get super specific about sub tasks that are required to be completed on a single task. I've found that using the checklist feature is a great way to check in on the progress of a task and to ensure that things are on track.
Brett Harned: On that note, you should also use the percent complete column and team TeamGantt to keep an eye on progress. You can ask your team to update that column or you can do it yourself. Of course, it's always going to be an approximation, but knowing that it's being tracked and checked in on regularly will give you a sense of progress.
Brett Harned: If you want to put the onus on your team to provide updates on progress, you can go into the discussion on that task and click on the link at the top right and ask for a progress update. When you click on that link, an email will be sent to the folks assigned to that task, asking them to provide an update. It's simple and quick to do, and it's a nice way to remind people without bothering them otherwise. I'll talk about interruptions later, but I think this is a great passive way to get the information that you need.
Brett Harned: Finally, if you're using Slack and TeamGantt, there's a huge productivity advantage in using our Slack integration. You can add new tasks to your TeamGantt projects using actions or slash commands in Slack. You can view your daily task list and update task progress right from Slack. You can also pull a list of active projects into Slack and filter it by search terms. And to make sure you're not creating more Slack interruptions, which actually ended up being productivity killers sometimes, you can manage your notifications and choose when and how often you want to be notified about TeamGantt tasks.
Brett Harned: Okay. That's all I have about TeamGantt for now. I'll do a short demo in a bit, but I wanted to make sure you are aware of these features, as they help make communications easier. I think no matter how you manage your projects or the tools that you use, you should do your best to standardize the way they're used and do your best to control the inputs so you get the best output.
Brett Harned: Last in this section is status reports. They can help to keep your team and your stakeholders on track, and keep everyone tuned in on what's happening on the project, as well as what's coming. Check out class six for a full description on how to write a great status report and to download the template. All right. I hope that little recap of communication tactics is helpful to you. Let's move onto the second strategy, which is kind of a continuation of the first point about expectations.
Brett Harned: But this one is really more about engaging your team and the important details of a project in order to keep them on task. Remember that statistic in the first section? If you engage your team and important details, your team will be 20 to 25% more productive. I mean, it's common knowledge that disengaged employees dragged down a team and even a company, but engaged employees show up more often, stay longer, and are more productive overall.
Brett Harned: Personally, I've seen team members disengaged for a number of reasons. It could have to do with being unhappy about company policies and procedures, some sort of conflict, and even uneasiness around the work that they're doing. While you might not be able to make an impact on company policies and procedures, you can absolutely impact the confidence your team has in the work that they're doing.
Brett Harned: What it comes down to is that you really have to be crystal clear about the scope of the project, which really helps everyone on your team, yourself included, to understand why you're actually there. When you couple that with timing or the review and creation of a plan together, you're setting an expectation of the constraints around the work that needs to be done. In addition to that, you should discuss the project goals and make everyone accountable to them. Because when you have a purpose as a team, it becomes easier to know how you as an individual can impact the project overall.
Brett Harned: As soon as you have those very important details out in the open, then you can get clear about team roles and responsibilities, which will help everyone to be clear about the work they're expected to do, and when. My recommendation to spell that out is to use a RACI matrix. Lucky for you, we have a full description and a template to use in class number six. Lastly, in this section, I want to share ways you can use the RACI chart and TeamGantt to be very clear about roles and responsibilities on your projects. Let's take a look in TeamGantt.
Brett Harned: Okay, so when you use team TeamGantt, you have the ability to share as much or as little information as you'd like on the task level and on the milestone level. If you've created a RACI chart with your team and you don't want it to sit in a spreadsheet on a server somewhere where no one will ever look at it again, you should use TeamGantt to reinforce that information. I'm going to show you how easy that is. You can see I already have a full plan set up, and I've included assignments, and estimates, and people on the task and milestone level. My team is already informed about their responsibilities through the RACI matrix that we created, as well as through the task level assignments on team TeamGantt. But to take that responsibility a step further, I like to add my RACI values at the top of the discussion of every task, so I'm going to show you just how to do that.
Brett Harned: Right now, I'm hovering over this a create V1 site map. I'm going to click in the discussion area. You'll notice that there's an area here at the top that says pin a note to a task. This is where I like to add my RACI notes. Simply what I do is I just set up their RACI set up, so we know, responsible, accountable, consulted, and informed. Right? I add that here, and then I add the names from my spreadsheet. For responsible, it was going to be Abby and Mike. For accountable, it's going to be Brett, John. Then for consulted, it's going to be Matt and Danielle. Then informed, it's going to be John. All right. That's pretty much all you have to do there. You can also use this space to be really clear about your estimates. I've gone in and done something like estimate for this task, 24 or 25 total hours.
Brett Harned: You know, just being really clear about details on your estimates, your scope, or your level of effort. Plus, just having them added to the task level means that any discussion you start after this on this task level will mean that they're always informed about the details. So if you do end up having a conversation on the task here, then anytime someone comes back to this window pane, they're going to be reinforced with this, and I think that's pretty great to keep people accountable and responsible for tasks. All right, let's get back to class.
Brett Harned: Okay. I hope that quick demo helped to show you how you can be crystal clear about work and work expectations. When you're clear about work with your team and your stakeholders, you'll remove confusion about a task. In turn, that makes it easier to complete. At the end of the day, you have to remember that it's your job to remove confusion from the team. The best way to do it is to be crystal clear about the path forward on your project, and how each team member can contribute to every step forward on that path.
Brett Harned: All right. Next, I'm going to talk about respecting work time, meaning backing off and letting people work without interruption. According to a survey done by Hubstaff, the average employee is interrupted every three minutes and five seconds. It takes as much as 23 minutes to get back to where they were previously. This survey reports that 49% of tasks are interrupted on a regular basis in private offices, and the percentage climbs to 63% with open plan offices. PM's naturally have to interrupt work to get much needed updates. On top of doing things discussed in the first couple of sections already, you should also think about how you can help your team to protect their time. That's about setting some team norms and sticking to them for the sake of productivity. I've got five quick tips here that I'll talk through.
Brett Harned: First, I have to say this, you have to respect the fact that your team are there to do work, and they want to get work done on time, under budget, and at the highest quality possible. And yes, sometimes that work requires discussion and meetings away from their desks. But let them be the judge of that as much as possible. That's right. You need them to manage their own time in order for you to respect it. You're not there to babysit, and they don't want that anyway, so start all of your team relationships with a mutual understanding that you all respect each other's time. Then, tell them that as the lead, you'll likely need to interrupt them from time to time, but that you'll do your best to give them the space and time that they need. But at the end of the day, this is a team effort, and you'll need to work together to make sure you're all on the right path.
Brett Harned: That kind of mutual understanding and respect for one another will help you so much, not only with productivity but with trust, team-building, and even meeting deadlines and expectations. I guess I'm saying these are some simple but powerful words to speak.
Brett Harned: Okay. The next one is pretty obvious, but some people need to be told. You have to respect the fact that others need quiet time, even in a crowded office, just to get work done. Following your discussion about respecting each other's time, talk about ways you can tell if someone is not to be interrupted. Some pretty basic signs would be an away message on Slack or your instant messaging app, when someone's wearing headphones and they're staring at their computer, or I've even seen teams who've used little note cards or flags on their desks just to share their status.
Brett Harned: Another idea that you might be able to implement in your company is to create spaces in your office where people can go and not be interrupted. I once worked in an office that had a room called the library. That room held some books, yes, but it was outfitted with workstations where you could go and work in silence. What it comes down to is that sometimes we need quiet time uninterrupted just to get work done, so respect that, and set up some guidance for how to show that you're in that zone, and people respect it and be more productive.
Brett Harned: Next, getting more into the actual work. I think it's important to know that you shouldn't always be expected to multitask. I think people tend to talk about multitasking or being a multitasker like it's a really great thing, but there's actually evidence that not allowing yourself to focus can be a detriment to your productivity. Professor Sophie Leroy of the university of Minnesota found through various studies on multitasking and productivity that the more responsibilities people assumed, the more projects they tended to work on. And when a person switches from one task to another without having completed the former, then a residue of their attention remains stuck as they're thinking about the original problem.
Brett Harned: I'm sure you've heard or talked about context switching and how it can be a drag. It's the same thing here. How can you help with this? Well, first, I would tell people that they need to focus on a single task as much as possible, and then when issues or new tasks pop up, step in and help your teammate to prioritize tasks. If you have a goal of completing one task at a time and do your best to remove other distractions, you'll see productivity go up and tasks will be completed faster.
Brett Harned: Next, remember that as a project lead, you can control the team calendar. That means that if you know the team is working on a big deadline or they need time to focus, you can let them have it. Don't interrupt with meetings unless they're absolutely necessary. You might also want to try setting up no-meetings zones on your calendars. I actually did this when I was managing a team who are all overbooked on work across a few projects. Their calendars were getting crazy and they were complaining about not having enough time to get work done, so we blocked four hours per day at the same time where no meetings were allowed to be scheduled. It was a bit of a challenge when working with clients who had limited availability, but when I explained to them that I needed to protect my team's time so that they could get work done, they absolutely got it. Honestly, having half of a day to truly focus on creating and delivering made our productivity skyrocket.
Brett Harned: This last one's big, because meetings are just a part of the work we do. People hate them because they can often be seen as productivity killers, but if you handle meetings as a productivity tool, things get better. Meetings should serve the work that you're doing, not drag them down. As a project lead, keep that in mind and you'll make better decisions about when and why meetings are needed and you'll manage them better, too. Check out class number 12 to learn more about making your meetings more productive.
Brett Harned: Okay. You might be sitting there thinking what about time management? Trust me, I haven't forgotten about it, and I have tons of opinions on to do lists, accountability, and keeping yourself on track, so much that I can't fit them all in this class and not have you fall asleep. I thought I'd ask our expert panel for their time management tips. Let's check them out now.
Collin Ellis: Everybody's busy these days. It's seriously one of the most boring words on the planet right now. Busy, busy, busy. But there's a difference between being productively busy and being lazy busy. One of the things I always say to people is that you need a minimum of 90 minutes every single day to do your job. A minimum of 90 minutes. This is 90 minutes that you block out. Now, if you do your best work first thing in the morning, it's nine till 10:30. If you do it after lunch, it's one until three, or whatever it might be for you.
Collin Ellis: But it's really, really important that you do that because they just get swamped. They get swamped with meetings, they get swamped with those little interactions, and if you don't make time to do your job, you're going to fall behind, and your job as a project manager is to keep things moving, is to make sure that risks are managed, it's to make sure that schedule's updated, it's to make sure that reports are written. Make sure you take some time to do your job throughout your working week, otherwise you'll have no time for it and end up working the weekend, and nobody wants to do that.
Lina Calin: Some tips for managing time as project managers are to remember that our time is just as important as everyone else's. As practice managers, we spend so much time protecting our teams, our leadership, and our stakeholders, but your time is just as valuable and deserves your protection as well. Try to block out some hours during your schedule to take care of some tasks that you might need to look at, to review your project, or to take care of deliverables. Know whether you're a morning person or an afternoon person and try to schedule meetings around that. And remember to take a break. Make a cup of tea, take a walk, get some coffee with a coworker. It's important for you to have time to breathe. There are so many roles and responsibilities that we have as project leads, and when we manage our time effectively and remember that our time is valuable, we can get to them.
Aaron Irizarry: When it comes to time management, time is an illusive fickle mistress. There's never enough of it and everybody wants all of it. That's what I've learned in my experience is that quick questions are never quick and nothing you'd ever just takes, "Hey, you got a minute?" That never happens, so I think it's very important to be judicious of our time.
Aaron Irizarry: I personally block out time on my calendar that I have sat with my team and communicated to them that they're great, and I love them, but that time is my time, and unless something's really pressing, I'm not giving it up, because that helps me to gather myself. I've been in meetings all day and I haven't even had a chance to sit down after being in back to back meetings and process the day yet, that time works well for that. It gives me time to dig in and act on fresh thoughts and reactions I've had in meetings and in working sessions we've been doing. Then it also allows me to have that time set aside so that if a big need does come up for a team member, I know that I have time set aside that I can give them, because I'm not available for them cause I'm in meetings from beginning to end of the day.
Aaron Irizarry: I think blocking time out is really important. Time for working, my thing on my calendar says desk time, and so I choose to use that time for whatever I need that day. But I think it's really important. The tip that's helped me in managing my time for my team, for my work, and for just the company as a whole.
Dave Prior: My biggest is challenged in the work that I do is time management. It's something that I've been working on for years and getting better at, and I'm still bad at it. But for me, if I'm thinking about the work that I'm going to do during the course of a day, one of the things that I learned is really helpful is to create that list of all the stuff I want to get done, whether it's a day, or a week, or a month, whatever. And rather than kind of blocking out best case scenario, how long will this take, try to go with the worst case scenario. I want to try to think what's the worst or how long could it possibly take, and I'm going to set that time aside and try to think of myself as having a limited capacity. I have a tendency to think, "Well, it's 24-hour work cycle. I'll probably work 15 hours, because I work a lot." I tend to just overfill that bucket all the time. But if I subtract the time every single day, that helps me prioritize the things I have to do.
Dave Prior: I've got one hour here, one hour here, one hour here, that's three hours right off the top. Now, I only have 12. Oh, and I have to eat and I have to do all the other stuff, so leaving time for the personal things that have to get done, including things in your personal life is important, too. I think if you are really a very driven person who wants to get a lot of stuff done, it's easier to just fill up that bucket. I always used to feel like I'm just going to overfill it because I'm still going to get more done than anybody else, and even though I miss it, miss all the things, I'm going to get a lot of things done, which is pretty self-defeating.
Dave Prior: From the time management aspect, I would say make sure to cut out capacity for the things that you're going to do and use that to help drive the prioritization, but also try to manage it so that you're not overfilling the bucket. Limit your working process for a day, or a week, or a month, whatever that is, and try to get a better understanding of what your capacity for doing work actually is.
Dave Prior: In an eight hour work day, nobody works for eight hours. They're probably productive for four and a half to five, so we have to take that into account as well. You know, where are your dips during the course of the day, and when you plan that work out, try to get a sense of how your energy level is ebbing and flowing throughout the day, because that's also going to affect it.
Shahina Patel: I think this question I've probably had more than any other, and I've probably asked it more times, as well, when it comes to project management. I don't know if there's a golden rule that works for everybody. What I've personally found though is really actually appreciating my natural rhythm is something that's strongly worked in my favor when it comes to good time management. I know I'm not a morning person, so I've learned to be a really good nighttime person. That means before I head to bed or before I leave the office, I make sure I've cleared up my to do lists, I've sat out everything I intend to do when I set foot in the office the next morning. Because I know that, not being a morning person, those mornings are pretty slow to get going. Yeah, if you're not morning person become a really good nighttime person, and your future you will thank you for it.
Brett Harned: Those folks always have great advice. For me, time management is personal and I know that we all behave differently. I mean, I'll go from using an app to using pen and paper every other week, just due to my mood, but I truly value my to-do list, and I value helping others on my team to manage their time and tasks as well. Again, be their role model, be there for your team and you'll find ways to make people more productive. Really, at the end of the day, you have to remember that you have to make the most of your time with the team because every minute they spend not working on deliverables is a minute lost for the project, and that means pressure is building up for your team. That leads to unrest and that leads to lower productivity levels.
Brett Harned: Let's move on to the next point. You've got to motivate your teams. If I take it back to the beginning of this class, I was talking about people being disengaged, and it happens. You can help to combat against it, especially when it comes to your project work being done. If you're a project lead and you want to deliver the best possible project on time and within budget, it means that you need to fight for productivity. Part of doing that will mean that you'll do everything you can to keep your team motivated.
Brett Harned: I got to say, this one is not easy to do, especially if you come into some difficult times with your projects. But here's the thing, it truly starts with you. Meaning that if you can model positive, productive behavior and follow some of the guidance provided here, you'll show your team not only that you're committed to being productive just like they should be, but it builds trust and eventually common behavior and routines.
Brett Harned: But of course, that won't work for everyone. People are people, after all, and we all have our own personal behaviors and beliefs. You're not here to change them out right, but there are some very simple things you can do to motivate your team and to get the most out of them.
Brett Harned: Here's some tips to help motivate folks. First, you have to show that you have empathy for your team. You won't be the one to sit down and create and deliver something, which means that you likely don't know how it feels to be under that pressure to deliver. So, do your best to understand the task and be realistic about the time and attention folks need to get work done. Because when you show that level of support, they'll be motivated to impress you and the rest of the team.
Brett Harned: At the same time, like I've already said, it's important to think about how you personally can model behaviors and encourage the best from your team. In order to do that, you need to trust them, and be careful about being heavy handed check-ins and taking their time for things like meetings and other check-ins. At the end of the day, if you're positive and show your support and don't ask them to do things you wouldn't do, like deliver something in half the time it would normally take, they'll inherently feel encouraged to do their best.
Brett Harned: I also want to mention that when you're being positive, you have to be genuine, so watch what you say and the tone that you use. And when you're feeling it, express that positivity. We know words don't always work, so when all else fails, feed the team. If things feel down, gather them together for a social activity. Even if it's a quick lunch during a busy time, when you get to connect with people and see that you're all in a similar position, you tend to be motivated to help one another, so maybe gathering around a couple of pizzas could help. Building that kind of team cohesion will also build practices that lead to, you guessed it, productivity.
Brett Harned: The last point here is one that's kind of exciting for me, because it can play out in a lot of ways depending on where you work, what you work on, and who you work with, but it's really about being inclusive of your team and nudging your team to work more closely in order to get the best result. A Stanford study from a few years ago found that even the mere perception of working collectively on a task can supercharge our performance. Participants in the research who are primed to act collaboratively stuck at their tasks 64% longer than their solitary peers, while also reporting higher engagement levels, lower fatigue levels, and higher success rate. The researcher said that the results showed that simply feeling like you're part of a team of people working on a task makes people feel more motivated as they take on challenges. Let's dig into collaboration a little bit more to see what it is or what it can be, and how it can benefit your team.
Brett Harned: But first, I want to build on that last point. You know, the idea of pushing collaboration might feel like it's a slick move that organizations make to get the most out of their employees, but it isn't. In fact, I would say that everyone involved in a project benefits from collaboration. I'll share some organizational and team benefits, but I think it's important to remember that when you collaborate well, you also benefit as an individual. Think about it. When you get the opportunity to work closely with a team of experts and be a part of their thought process and the creation of a thing, whether that be a product, document, plan, estimate, or whatever it is, you benefit because you learn more about their discipline and their way of working.
Brett Harned: And vice versa. Collaboration just opens you all up to new ways of thinking, interacting, and even creating, and that tends to make people happier and more motivated, and likely more productive, because you're thinking about ways to make the work more connected or easy for others on the team as well. That's a win-win situation for you, for your team, and your organization.
Brett Harned: Let's look at how collaboration helps organizations. First, it helps teams and organizations to meet goals faster together. When I worked in an agency, I remember we had a project with a tight deadline and the pressure was on, so we dialed up our collaboration and did a lot of work together, or in tandem, just so that we could move faster. That makes sense, if you think about it. If you get experts in a room to solve a challenge, they'll get there quickly together and be able to chart a course for execution, and that's exactly what we did, or how we launched a major website in a matter of days, rather than weeks or months.
Brett Harned: That was possible because tight collaboration keeps everyone feeling informed and involved, which gets everybody excited and motivated to meet commitments. Of course, that leads the profitability and organizations because you become more efficient. But at the same time, working very closely allows you to be nimble and adjust your course of work if needed. That kind of reminds me of scrum processes, which absolutely require collaboration.
Brett Harned: What I love most about collaboration is that when it's well done, team relationships get stronger, which produces new innovative ideas not only on the project, but on how you run them or even just how you work together. That creates better outcomes and happier team members. It kind of sounds magical, doesn't it?
Brett Harned: There are a lot of ways to make collaboration work with your team, and only you can determine what will work, because it's pretty dependent on your team and your projects, but I wanted to share a few thoughts on ways that you can ramp up your collaboration, so here are a few ideas. First, I think the most basic way to collaborate is through interactive work sessions like brainstorming. I would just say that you do have to work at these things for them to actually be productive. That said, everything I already mentioned about meetings applies here. Be sure that you have someone in the room to facilitate and guide you to your goals.
Brett Harned: The second point relates back to my point about making a space for productivity. You might want to consider seeding teams together or setting up a war room for teams during projects. Just allowing people to be in close proximity to one another can inspire positive collaboration. Next, I can't present all of this without talking about collaboration tools, because tools like Slack and TeamGantt have become synonymous with the word. But I've seen really positive collaboration in Slack where you can share files, have quick discussions, and even calls to get aligned on and contribute to work in the form of documents.
Brett Harned: And of course, there's TeamGantt, where you can collaborate on and discuss an entire project online. For many people, tools like TeamGantt are the future of collaboration because they bring people together virtually and allow them to communicate and document important project details in one place in an easy, non-confusing way.
Brett Harned: But you should also know that there's room for collaboration in everything you do as a project leader. You should be willing to open up and collaborate on more than just deliverables. Think about how the input and perspective of your team on things like task estimates, process flows, and plans will not only make things stronger because they've been considered by the people who will do the work related to them, but the act of collaborating makes them accountable to those things. And it leads to productivity, because they enter the task with a level of confidence they might have not have had before.
Brett Harned: For teams to grow, they should be encouraged to brainstorm and question the status quo in an open and nonjudgmental way. That's what's at the heart of collaboration. It's up to you to coach your team to believe that the challenges and obstacles they face can and will be overcome. That'll instill a team can-do attitude, which will motivate everyone to surpass expectations and always look for ways to be better.
Brett Harned: The only way you and your team will grow, and mature, and ultimately be productive is by embracing those feelings. Thanks so much for watching this class. I hope it's been helpful. Just remember, the key to positive team productivity is to model that behavior. Watch your time, respect others, and follow the advice in this class, and I think you'll see your teams excel.
Brett Harned: That's all I have for this class. If you have any followup questions or comments, please feel free to leave a comment and we'll get back to you, and join us for the final class in the Art and Science of Leading Projects, which will be a quick wrap up to get you motivated and excited to lead your next project.