Reading The Project Team’s Engagement Level

While a project team might appear to be engaged —meeting task deadlines and showing up for meetings —that isn’t enough to assure a PM that the team is fully engaged. Team members who, in their hearts, don’t believe in the project are issues waiting to happen.  To avoid these impactful issues, you need to determine the team’s level of engagement. Here are questions to help.

• Does the team understand what they’re building and why? It’s surprising how often project reviewers determine that teams work on projects without grasping the bigger picture. If developers or engineers can’t explain how their work addresses a business problem, or analysts don’t understand how their reports will change decision-making, there’s an engagement problem. The impact of that might not be apparent early in the project, but it will undoubtedly be evident downstream. Draw clear lines between daily tasks and business outcomes for all team members involved in the project.

• Is the team confident they can pull this off? Teams rarely admit when they’re in over their heads, especially in cultures that punish honesty about capability gaps. Watch for subtle signs: hesitation when discussing timelines, reluctance to commit to specific deliverables, or sudden enthusiasm for “research phases” and “proof of concept” activities. These often mask deeper concerns about whether they have the right skills. Query team members and arrange for training opportunities.

• What’s competing for the attention of project team members? Even motivated team members struggle when they’re juggling five different priorities. If your project feels like it’s moving through mud, find out what else is on their plates. Sometimes, project delivery issues aren’t due to capabilities or motivation; it’s about bandwidth. Good project managers work with team leads to understand and address competing demands. Otherwise, shifting focus across many priorities will erode the project team’s engagement. Align the project schedule with team members’ priorities. Alternatively, escalate the prioritization issue to management. Share the resource gaps that need to be closed to achieve the current schedule. Let management decide on the project’s priority given those conditions.

• Are a few vocal sceptics poisoning the well? One or two negative team members can quickly erode morale faster than you might expect. These employees aren’t necessarily bad; they may have legitimate technical concerns or experience with similar projects that failed. Instead of dismissing their concerns, dig deeper. Discarding the sceptics is what poisons the well. Sometimes, sceptics raise valid points that can improve the final solution. Give them time and attention, learn from their concerns, and be open to making adjustments if feasible.

• How do they react when you discuss project benefits? Engaged teams get excited about making a difference for the business. They ask questions about how users will interact with their work and volunteer ideas for improvements. Disengaged teams treat project discussions like weather reports—information they can’t do anything about. If the team seems detached from project outcomes, that’s a cue to rebuild the connection between their work and its purpose.