One of the frequent complaints or disgusts which I often discuss with my friends is the lack of trust of the immediate supervisor on us. The immediate supervisor has a huge role to play in anybodyâs career- for he represents the company to us. We look up to him and especially if you are in your formative years of your IT, you would also expect him to guide you, encourage you, plan your career â no matter what your efforts are. The immediate supervisor also plays, sometimes a crucial role in getting things done, for his contacts and familiarity with the pillars of the organization may be quite more and is handy to âmoveâ things.
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No Matter whats your role is in a project, the important thing in a project is that the team gels well and things are bit open â the team member should be able to reach to the Project leader and discuss his problems and the project leader should be able to discuss the mistakes, convey to the team member on why he has got a bad performance appraisal rating, or convey to the team on the need to work harder, even probably couple of night outs to finish the project. Im not saying that there need to be âshaking the heads alwaysâ guys in a team. This is not obedience but an environment where people can discuss things and agree to take up not so comfortable things for the sake of the project.
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Probably one of the familiar mistakes we make in a project and in personal relationships too is to expect this rapport right from Day one of the project. Rapport is something that would come never automatically in a team. Sometimes it never comes in a team even after a long time. Worse, rapport is not something you can plan consciously â execute steps from a book and develop the rapport. This has to come naturally. There are so many reasons why people donât get along with â without going in depth into it, I can safely say that the reasons vary from factors such as religion, race, sex to priorities, first impressions, age, physical appearance ( yeah !!) even.
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I did say that rapport cannot be developed through executing some steps in a book â but you can develop the rapport in certain ways. Again, I have a certain view point about developing rapport â the most important of it is that, it has to come within and not without. You can go a picnic, go for some training programs, even on a tour as a team, but that doesnât ensure anything. The need to have a rapport or atleast say, the wish to communicate and involve the team in executing the project has to come within. â this is the focal point here- based on which the whole concept of rapport revolves.
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So if you are a project leader, you need to start believing in the capabilities of the individuals, to assess the current and nurture them. We need to start believing truly that projects â not only the development part , but even the planning part needs the brain which is located in more than one head. There are so many planes in which this works â the team member loves to be treated as an important member , to be trusted . Even sharing little bits of information on the importance of the project in the business sense, sharing best practices of your experience will greatly inspire the team and create a sense of âbeingâ in the team. Explaining the context of the task can be very useful here â imagine asking this..
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â Heyâ I would like you to analyze this crash immediately and send an email to the client. I donât like these crashes at allâ.
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Again I reiterate â this need not be a wrong way to communicate and it may work for some. But a more complete way is to explain the team member of why solving this crash is important and how the business thrives on the stability of the application being developed- this puts the task in a better context and the team member feels a sense of passion. This also creates a sense of responsibility within the team member.
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And if you are a team member â letâs remember this: There are some good project managers, but if your bossâs ass is being fired, its natural that he drops a couple of hot potatoes into your trousers. If you are expecting that your manager will gel with you immediately, chances are that you are most likely to be disappointed. When you join the project, behind the façade of clean smiles the manager would obviously be concerned about your skills, your flexibility, how well you gel with the team and last but certainly the most hidden â how much you share his vision â if such a thing exists. He may even expect you to understand the importance of the project even if is not interested to involve you by explaining the business side of the project.
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And here comes the most important thing â first impressions! I think, that we have multitude amount of tasks that being restless has become a habit and a way of mind. One of the dark things about being restless is that you tend to form impressions very quick. So, even if your are talented, if the manager has formed some kind of impression about you, things will be tough for you. Imagine a guy who joins in your project and starts questioning the deadlines straight away â his intention might be to get involved, but thatâs not what how the manager might see it . So, go slow in few things, atleast at the start and once you gel with the manager, you can find your way in easily.
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The 180 angle to it is this â you r a project leader and u realize the fact that you need to gel with team. So what you do is to start cracking jokes, move out with the team members, socialize with them and all those kind right from day one. While its an individualâs opinion to do this, I need to mention here â that it is quite possible that team members might take you a ride sensing that you are a bit care-free person!
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To summarize, the first impressions are important to form any kind of rapport. Always go slow and steady initially â Involve others and get involved in the team as soon as possible.
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