أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
السلام عليكم
I am the disaster recovery and business continuity manager for several departments of a large bank.The IT resource assigned to set up laptops for the team kept delaying the work and in spite of several escalations to his and my own management, it took7 months, yes, SEVEN MONTHS for another IT resource to be assigned who did the job in one afternoon! As remediation, that first resource got transferred to another department in a different city that's right next to his home, so he won't have to travel far to work anymore like the rest of us!!!
Within my own group, one team's staff refuse to test the company's DR systems saying they're too "busy", when you see them walking out for a half hour break and have a month of every quarter of moderate workload. All they have to do is work from home for a day!!! Escalation doesn't seem to work as the VP was approached and nothing came of it, I'm on a deadline, they get away scot-free and I end up in hot water!
How would you approach those2 similar scenarios in order to get your work done and keep the boss happy?
جزاكم الله
usually you need to set the stage right from the begining my friend
at starrt of the project u need to call up a meeting explain to all department heads their duties and responsibilities
this must happen in a corporate meeting chaired by the CEO himself and board members
in this meeting you must get a 10 minutes at least session clearly showing what is expected from whome when and why
the CEO should clearly show and extend his support and clearly state that this project is a corporate prioroty as it affects himself and his position as well as organisation ratings and if work for a bank definitly thier compliance ratings and customers money and insurance rate
once this said upfront monthly, weekly or biweekly u send a followup report showing project progress with nice colors for compliant departments to the CEO and CC all department heads
and you will end up seeing people fighting to get ur approval and their department readiness rating bst thing possible in front of their management
to me it seems u have miss placed yourself in the organisation from the start
this is a top level project and must get top level buyout and support
if you can not do this you will end up being played as you mentioned
however now that the situation is as you describe you need a remediation plan in place and this remediation plan require you to re put the saddle on the horse right
in my openion you do not report to the board or a memebr in the board if this is how they treat u now
so i recommend that you ask for a meeting with your boss and explain to him the situation and ask him to setup the aforementioned meeting
do not complain or through stones at anybody rather do a 10 minutes session about the project and ask the CEO to show support and explain importance of the work you do
otherwise you better change the workplace to somewhere eles where you can set things right from the beginning
Support them with own skill superior together to guide them for good performance as team work for gain the knowledge and achive the target point in safe and good manner
It's all from the begining, you should be guiding the teams in a better way reference to the agreed schedule.
if any problem happens, you should choose between adding new human resources, shfting schedule, or enhancing budget... in another words you should have PLAN B
To get staff from another team to do their portion of your project:
1. Clearly communicate what is needed, including deadlines and how their work fits into the overall project.
2. Foster collaboration by building rapport and offering help in return.
3. Agree on deadlines and ensure timelines align with the project.
4. Follow up regularly to track progress and address any issues.
5. Acknowledge their work and appreciate their contributions.
6. If necessary, escalate to a manager for further support.
This approach ensures clarity, accountability, and collaboration between teams.
To get staff members from another team to fulfill their project responsibilities:
These steps promote collaboration and help ensure project success.
Encouraging Collaboration Across Teams
Getting staff members from another team to contribute to your project can be a challenge, especially if they have competing priorities. Here are some strategies you can employ:
1. Build Strong Relationships:
Regular Communication: Maintain open and regular communication with the other team's leader and members.
Mutual Respect: Foster a culture of respect and understanding between the two teams.
2. Clearly Define Roles and Responsibilities:
Create a Project Charter: Develop a clear document outlining each team's roles and responsibilities.
Use a Gantt Chart: Visualize the project timeline to ensure everyone understands their tasks and deadlines.
3. Highlight the Benefits:
Explain the Impact: Show how their contribution will benefit the entire organization, not just your project.
Offer Incentives: If appropriate, provide incentives or recognition for their involvement.
4. Provide Necessary Resources:
Support and Tools: Ensure they have the tools, training, and support they need to complete their tasks.
5. Address Concerns and Challenges:
Open Dialogue: Be open to discussing any concerns or challenges they may face.
Find Solutions: Work together to find solutions that address their needs while still meeting your project goals.
6. Leverage Project Management Tools:
Collaboration Platforms: Use tools like Asana, Trello, or Microsoft Teams to facilitate communication and collaboration.
7. Involve Their Team Leader:
Seek Support: If you're facing resistance, involve their team leader to advocate for your project.
8. Offer to Help:
Show Solidarity: Demonstrate your willingness to help or collaborate on their tasks.
9. Celebrate Successes:
Recognize Contributions: Acknowledge and celebrate the contributions of both teams to the project's success.
first of all, I would communicate my expectations regarding their specific responsibilities, deadlines, and deliverables. Being clear about these elements up front can reduce misunderstandings and ensure alignment.
Coordinate with Their Manager: If feasible, I would reach out to the other team’s manager to discuss project requirements and deadlines. Having their manager’s support can reinforce the importance of their contributions and help prioritize the project.
Offer Support and Resources: I would let the team members know that I'm available for any questions or assistance they might need to complete their tasks. Offering support makes them feel valued and can also speed up their progress if they encounter obstacles.
Follow Up Politely but Firmly: To keep things on track, I would follow up with gentle reminders as deadlines approach. I’d keep these communications positive, showing appreciation for their efforts and recognizing any progress they’ve made.
Express Appreciation: Once they’ve completed their part, I’d thank them and acknowledge their contribution. Positive reinforcement can strengthen future collaborations and build mutual respect.
دعمهم بمهاراتهم الخاصة المتفوقة معًا لتوجيههم نحو الأداء الجيد كفريق عمل لاكتساب المعرفة وتحقيق نقطة الهدف بطريقة آمنة وجيدة
Build a strong relationships, Clear communications to define role,offer support to them, Encourage teamwork and give apprecation.
i always hire multitasking employees in team. but it must be company's policy and you must have record of other employees and good communication with team heads.
First of all l will call for a meeting to present my project to acquire their own points of view, after each of everyone view we come out with a conclusion. A meeting too with my hirichy to inform them about the situation
