In January and February, I asserted that you’re a project manager and that project planning is a team sport, and I want to expand on those ideas here. So much of the work that nonprofit managers do is about managing change, and that often takes the form of projects. Responding to site visit findings. Implementing a new evidence-based model or tool. Updating policies and procedures. Choosing outcomes. Designing a new training. Selecting and building a database. To lead this work well, there is a host of skills that can help, and today I want to focus on team-building as a means of culture-building.
Change and Culture
Each of the examples above are projects that represent change, which means they might also evoke anxiety or resistance. When this is the case, I strongly encourage organizations to not only plan the work as a team but also to do the work as a team. The old adage, “If you want to go fast, go alone. If you want to go far, go together” has been true in my experience. So, I encourage you to build a team for change efforts. With the right team composition, the process of the work can become as valuable as the results of the work. With the right mix of skills and perspectives, attitudes and personalities, you can model and practice the behaviors that characterize the culture you want in your organization.
If your team is diverse, inclusive, and represents the necessary perspectives, the process of completing your task can build empathy, cohesion, and collaboration. If your team is too small, imbalanced, or missing key perspectives, you can reinforce hierarchy, resentment, and learned helplessness, for example.
MVPs
Yes, your project team needs to include people with the time and the skills to do the work. But if those are the only people on your team, you’re missing a key opportunity to build your culture along the way. I think every project team should also include the following mix of people:
- Skeptics & Supporters– Intentionally include people who are skeptical of or resistant to your change effort. If you listen and respond to their concerns along the way, you are better able to alleviate them and build a winning solution. Of course, you should include the people who are eager and excited about the work, too.
- Users– Include the internal and external “customers” who will use whatever you are changing or building.
- Influencers – Make sure your team includes someone with “social capital” in your organization – someone other people listen to, respect, and follow. Regardless of their role or title in the organization, this is someone who can help you “sell” your change.
- Generals & Privates – Be sure to include decision-makers and well as front-line do-ers. Just having the two in the room together, working as peers, collaborating and compromising can communicate that your organization values the experience and wisdom of providers as much as that of leaders. This also builds trust and perspective-taking.
The Bottom Line
When you’re tackling your next project, think carefully about: 1) what value could be added by attacking it as a team rather than solo and 2) which combination of team members can deliver results and be meaningfully impacted by the process.