Roles and Responsibility Understood and Agreed Upon By All

Fear of failure is the #1 issue standing in the way of setting goals.

If you are not allowed to fail, don't start anything.

The person who is capable of making a difference will be found in the mirror, not above us in the org chart.

No confidence is required - only absolute commmitment.

Responsible project leaders make clear commitments to which they can be held accountable.

No matter. Scrappy project managers boldly declare, 'You can count on me.' and plaster their target on their cubicle wall with courage and conviction.

Our sometimes overly-ambitious goals will involve the distinct possibility of failure - which is no reason to avoid them, mind you.

We frequently underestimate what we are capable of, so lean toward over-committing. People who dare to commit to more than they think they are capable of are a menace to mediocrity.

If you intend to lead a wildly successful project, you'd better have people willing to taken on more than they think they can handle. 'Dive in and invent the water on the way down!'

I rather favor a visual 'one throat to choke' approach, a one-page visual of inescapabley clear roles and responsibilities without wiggle room.

Regardless of the positional titles of the people involved, this org chart focuses on the roles of individuals in the project and their relationship to other project team members.

It unmistakably aligns goals and roles, at least for the duration of the project. By publishing this chart to the team, their functional managers, and beyond, you establish an expectation of functional area leadership, teamwork and accoutability to the project that is stronger than a position in some outdated hierarchical staffing diagram.

We succeed not because of, but in spite of, the organizational structures our teams must navigate.

To be successful in today's business environment, we need to be like Gumby-flexible and adaptable to the ever-evolving landscape in which we operate.

Here are my top four tips for making the organizational structure irrelevant, at least as it relates to our projects:

1. Demonstrate to your people that they can make a meaningful difference. Present people a worthy cause. 2. Make it your business to learn what each person cares deeply about, and figure out how that aligns with supporting the project. 3. Provide recognition for contributions to the project that far exceed any reward that the functional organization offers. 4. Finally, create your own project team org chart that makes existing ones irrelevant, at least as far as the project is concerned.

People join companies because of their reputation or promise, but they stay because thye believe that their jobs have meanning, their relationships matter, and that their dreams can come true.

People contribute more when it's easy to see that their contribution count. When a clear line-of-sight exists between a person's actions and their impact on the project, they will be far more motivated to extend themselves and make a positive difference.

True appreciation is a rather scarce commodity in most business environment.

Your project team can be perple's 'first team' regardless of the corporate morass that surrounds them.

In the absence of clear roles for each person on the team, the project manager ends up as the duct tape holding together the dangling bits of an outdated organizational structure. Don't settle for a patched-together team of responsibilities. Roll your down!

A project team's work can only be shaped and guided by mutual agreement, cooperation, and compromise. 1. Choose players who fit together 2. Right instruments in the circle 3. As a leader, play an instrument that can be heard by others. A weak voice will be lost in the chaos. 4. Lay down a clear and steady beat as the foundation that supports the others 5. Everyone make eye-contact and use body language and facial expression to communicate 6. Lead in the direction that the team is already heading 7. If you do decide to jump in fron and overtly lead by conducting, you'd better get their agreement to follow.

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