To motivate your team for a new project, clearly communicate its vision and benefits, involving them in decision-making. Emphasize their value, provide resources and training, and establish clear roles. Celebrate milestones, encourage open communication, and foster a positive team culture. By inspiring trust and shared purpose, you can drive your team to take action and succeed in the project.

Link new initiatives to your team member's goals and the long-term development plan. A new project, especially when your team is close to working at capacity, might seem like additional effort with little value. One effective way of bringing your team on board is to help them understand how they can use the initiative to get closer to their short or long-term goals. When each person sees a clear link between their engagement and their desired results or new skills they aim to acquire, they are likely to feel motivated and interested in the project. It's a win-win situation for the organisation and for each team member.

Start by communicating the project's purpose, vision, and benefits clearly. Engage team members by involving them in the planning process, seeking their inputs, and addressing any concerns or questions they may have. Inspire enthusiasm and commitment by highlighting how the project aligns with their personal and professional goals, emphasizing the impact and value it brings. Provide support, resources, and training to empower team members to contribute effectively to the project. Recognize and celebrate achievements along the way to boost morale and maintain motivation. By fostering a sense of ownership, collaboration, & shared success, you can motivate your team to take action & drive the new project to success.

Without a doubt, if your team doesnt understand the "why" and a meaningful result (there better be a meaningful result!), they will be difficult to bring on board. A meaningful result isnt a product or a cash bonus. A meaningful result something that the members of the team feel a connection to and will want to achieve. I recently had a project where members of my team were resistant to completing the tasks. I provided them the necessary training and resources, but they still complained about it. Then I showed them the "why": how their work would save other people hundreds of hours. How those people would be able to use that time to do things that we could not. How our team was building our core knowledge to do other things.

In my experience, before elucidating the 'why' to the team, introspect and ask 'why' to yourself. Be self-aware of your emotions when engaging with the team. Assess whether the project goals align with the team's aspirations. If there is a misalignment, strive to discern and establish the connection. Effective leadership involves understanding the team's motivations and ensuring your objectives resonate with their aspirations. Self-awareness in articulating the 'why' enables a more authentic and compelling narrative, strengthening the team's commitment and engagement towards shared goals.

Inject excitement by framing the project as a collective adventure, highlighting potential rewards for both the team and individuals. Foster ownership by involving team members in decision-making and goal-setting. Showcase success stories from similar projects to inspire confidence. Offer incentives like professional development opportunities or recognition. Enthusiasm is contagious; lead with passion and conviction to ignite motivation within your team.

Uma coisa aprendi em minha caminhada profissional frente a liderança de equipe, explicar o porquê do projeto é importante, mas envolvê-los no processo de implantação é muito importante para pactuar e responsabiliza-los pelo sucesso (ou nao) do projeto.

Um bom "como" ganha mais força quando as pessoas que estarão envolvidas na execução do projeto também são envolvidas no planejamento do projeto. Quando o propósito é bem comunicado as pessoas se sentem integradas e motivadas para desenhar o planejamento tático e operacional. A liderança que envolve os liderados em todos os níveis, está - além de executar o projeto - formando novos líderes.

Here's how to involve them in the "how" and ignite motivation: 1. Leverage Strengths & Interests: Map individual strengths and interests to project tasks. This fosters ownership and utilizes their unique talents. 2. Collaborative Planning Sessions: Host brainstorming sessions to gather input on approaches, strategies, and timelines. This creates a sense of collective ownership. 3. Solicit Feedback & Suggestions: Actively solicit feedback throughout the project. Encourage constructive criticism and suggestions for improvement. 4. Empower Decision-Making & Problem-Solving: Delegate tasks and empower team members to make decisions within their area of responsibility. This fosters confidence and a culture of innovation.

To motivate my teams, I would involve them in shaping the project's approach and implementation by asking for their input and ideas on the "how." By empowering them to contribute their expertise and insights, I foster a sense of ownership and investment in the project's success. This collaborative approach not only ensures that the project is tailored to our team's strengths and preferences but also builds trust and morale. By actively involving them in decision-making and problem-solving, I inspire commitment and initiative, driving the team to take action and achieve our collective goals.

Ambition is admirable, but unrealistic expectations can lead to demotivation. Work with your team to establish SMART goals that is withing the projest burget / funding. Break down the project into smaller milestones with clear deadlines, thereby creating a sense of accomplishment as the team tackles each step, keeping  high momentum. Monitor the team and set reminders for deadlines. Equally important, be transparent about potential challenges and have contingency plans in place to navigate roadblocks. Vague goals are like a ship without a rudder.

Set an accountability and grace plan. What are the items that need to have accountability assigned. Then what grace can be given around those? If you are innovating Grace in Accountability is a great way to balance that “ooo we really screwed that up but we can do xyz to ensure that is not repeated’ with “you tried something and it didn’t work as expected…that’s okay you had plan A,B,C which shows you are on top of it…next time just add a D and E! You got this!”

Set up realistic goals using OKR planning and involve your team in taking accountability, milestones, capacity planning, and project outcomes.

To motivate my teams, I would set clear and realistic goals for the new project, ensuring everyone understands what needs to be achieved and by when. By breaking down the project into manageable tasks and milestones, I provide clarity on the path forward and a sense of progress. These goals should be achievable yet challenging, inspiring the team to stretch their capabilities while feeling confident in their ability to succeed. By aligning our objectives with the team's strengths and resources, I cultivate a sense of purpose and direction, motivating them to take action and contribute their best efforts towards our shared goals.

As leaders, it is our sacred duty to equip teams with the tools and resources needed to traverse new endeavors with confidence and resilience. Anticipate obstacles, and proactively develop mitigation strategies. Invest in comprehensive training, guidance, and expert access, empowering teams with knowledge and skills to tackle challenges. Crucially, cultivate an environment of psychological safety through unwavering support, accessibility, and responsiveness, fostering trust and assurance. By addressing practical and emotional needs, you create a foundation of motivation that transcends compliance, igniting a genuine desire to excel amidst adversity.

To motivate my teams, I would provide ample support and resources to ensure they have what they need to succeed in the new project. This includes offering guidance, training, and mentorship to address any skill gaps and enhance their capabilities. Additionally, I'd ensure access to necessary tools, technology, and funding to enable them to execute the project effectively. By demonstrating my commitment to their success and providing the necessary support, I instill confidence and empower them to take action with enthusiasm and determination. This collaborative approach fosters a sense of trust and camaraderie, driving the team to work together towards achieving our common goals.

Identify opportunities where nobody else sees them Great leaders are visionaries who actively participate in the work Understand the importance of relationships and empower the staff to try new, unconventional things

Dar feedbacks claros, estruturados e constantes é um dos mandamentos de uma boa liderança. O que não é tão convencional e faz toda a diferença é a liderança aprender a pedir feedback. Especialmente quando precisamos dos nossos liderados "all win" no projeto, se colocar em uma posição de igualdade e crescimento conjunto e solicitar feedbacks faz os liderados se sentirem valorizados e ouvidos, além do fato de a liderança também ter a oportunidade de encontrar melhorias em seu comportamento e planos.

Here's a two-pronged approach: 1. Feedback for Growth: Focus on the "why": Clearly communicate the project's purpose and value. Explain how it aligns with team and company goals, fostering ownership and investment. Provide specific, actionable feedback: Highlight areas where they can excel, offering constructive critique for improvement. 2. Recognition that Rewards: Public praise: Acknowledge their achievements in team meetings or company communications. This builds confidence and motivates others. Tailored rewards: Personalize recognition based on individual preferences. This could include gift certificates, extra time off, or public shoutouts.

To motivate my teams, I would prioritize giving regular feedback and recognition to acknowledge their efforts and contributions to the new project. By providing constructive feedback on their progress and achievements, I help them understand their impact and areas for improvement. Additionally, I'd publicly recognize their hard work and successes, whether through team meetings, emails, or informal shout-outs. Celebrating milestones and highlighting individual and team accomplishments fosters a positive and motivating environment. This recognition not only boosts morale but also reinforces their sense of value and ownership in the project, inspiring them to continue taking action with dedication and enthusiasm.

While there have been many great ideas about how to get your team to buy into a new project have been presented already, sometimes it is the experiences during past projects that can make team members hesitant regarding new projects. Whether it is related to overall culture or it is a specific experience, people may not trust that the project will be successful or will be a good experience, and, therefore, will have difficulty buying into it. A leader needs to consider the culture and the experiences of team members when there is a lack of buy-in. Taking time to listen and to increase trust can change how team members feel about the project.

When motivating my teams, I prioritize open communication, fostering transparency and inclusivity. Offering flexibility in task approaches honors individual strengths, while providing growth opportunities demonstrates my commitment to their success. Considering these alongside other strategies, I aim to create an environment where my team feels motivated and empowered to pursue our shared goals.

One simple addition is to foster a sense of excitement and enthusiasm for the project by highlighting its potential impact and opportunities for growth. Share success stories or case studies related to similar projects, demonstrating the positive outcomes achieved by teams who embraced similar initiatives. For instance, I recently shared a success story with my team about a project that resulted in increased customer satisfaction and recognition within our industry. By showcasing real-world examples, you can inspire your team and ignite their motivation to take action.

Whenever I had a new project, I always liked to have the team united towards the e outcome and the visualization of how our project would contribute to the company and its benefit to society. To have a project aligned the value the company delivers to the society and how the project will help internally creates a sense of value and responsibility that makes team members unite and be creative. My tip is to always make team members see the outcome together so whatever set back can be solved coming back to why we are doing and project and the what can be adapted by how we can do it better, we can change the plans but not the final delivery! With this you make your work easier empowering your project team!