Good for a laugh, but your project and your employer cannot afford to have marginalized team members who are not able to contribute fully to your project. Chances are, your project is already under-resourced, and you need everyone on board and contributing to the design and/or deliverables of your effort. Or, conversely, if you are staffed appropriately, and you have someone on the team who is not contributing, then your employer can use their talents elsewhere, rather than wasting time with you.
So .... what should you do if you find yourself with a project member on the "outside"?
Every case is different, but there are some questions you can ask yourself and potential remedies or actions to put this valuable resource to productive use.
Marginalization for want of skills:
Does this person have the right skills for the position she/he has been placed? If the answer is "no", then is this a complete mismatch or a development opportunity for your team member? If the answer is that this person a compete mismatch for the job then your job is to work with your sponsors/stakeholders to get the right mix of talent on your project. I'll cover that topic in my blog, "Ensuring the Right Mix". If your project is a development opportunity for your team member, then you have a real opportunity exhibit your people development skills. I'll bet you are surprised that I identify this situation as an "opportunity", and it is true that quite a few project managers would not see this as an opportunity. Deadlines are critical, new challenges are putting pressure on your gantt chart's (and your) credibility, and technology doesn't always cooperate, and now you are called to "babysit" an apprentice! However this is an opportunity. If you work directly for the company sponsoring the project, then it is reasonable to expect that in your leadership position, you are expected to raise new leaders and otherwise increase the capabilities of your organization. Everyone in the organization benefits when "C" players become "B" players who become "A" players. If you are an external or contract PM, then your reputation as a PM is greatly enhanced when you not only successfully deliver, but when you also leave the organization operationally better because of your direct influence. In either case, paying attention to this important component of project management will put you ahead of the PMs who ignore the development needs of their team, and far ahead of those unfortunate PMs who get the job done, but leave a trail of injured people behind. People development should be one of the hidden fields on each of your project plans. If you would like to develop your own coaching skills, I'd recommend starting with Ken Blanchard's "Situational Leadership" model. It is a great reminder that "one size does not fit all", when it comes to working with people or teams.
In my next blog, I'll cover the topic "Marginalization due to conflict"
