One way to ensure buy-in for the project is to transfer goals and responsibilities during the kick-off meeting. Make it clear who is responsible for each task and gain acceptance during the meeting. This is an example of where relinquishing control to others in the team, will help YOU gain more control of the outcome. Many projects outside of our subject matter expertise or skills can be effectively managed using this technique.
Do not think this is an abandonment of responsibility, rather the opposite. Getting others to sign up to “their part of the puzzle” translates the requirements of the project to their territory. It is then up to you to ensure they stay on track, but more on that topic in the Management Step coming up next.
Many recommend using the “carrot and the stick” approach in many projects. My personal experience with hundreds of projects over many years is that getting others to becomeevangelical and excited about the project is the most effective way. Management by intimidation can work for short periods of time, but even the least democratic of management institutions, an army, understands that teamwork, communications, mission and training all create better outcomes for projects with a lot of risk in them. If your team believes that it’s possible, they will transfer that excitement and message to their staff and partners.
