Wie können Sie Ihre Teammitglieder dazu bringen, sich auf Projektziele zu einigen?

To ensure everyone is on the same page regarding project goals, start by openly discussing the project's purpose and desired outcomes. Encourage team members to share their perspectives and concerns, fostering a collaborative environment. Break down the project scope into easily digestible parts, clarifying roles and responsibilities. Use visual aids if necessary. Listen actively to each team member's input and address any conflicts or misunderstandings promptly. By promoting transparency, communication, and mutual understanding, you can foster agreement on project goals, ensuring everyone is aligned and motivated to achieve success.

L'idée est de partager des enjeux : que gagnerons nous (ou perdrons nous) selon l'issue du projet ; qu'est ce qui est en-jeu finalement ? L'avantage de cette approche est de permettre à chaque membre de l'équipe de visualiser le bénéfice collectif du projet par rapport à l'effort et aux ressources que chacun devra mobiliser.

Une communication efficace au sein de son équipe est essentielle pour garantir que tous les membres partagent la même vision et se mettent d’accord sur les objectifs du projet. Voici quelques éléments de réflexion pour y parvenir : 1. Clarifiez les objectifs ; 2. Incarnez la communication que vous attendez - montrez l’exemple ; 3. Impliquez les membres de l’équipe dans le processus d’établissement des objectifs ; 4. Créez un ordre du jour commun ; 5. Gérez les attentes ; 6. Donnez de la rétroaction ; 7. Reprenez régulièrement avec les membres de votre équipe les objectifs.

The WHY. Always start with the WHY, otherwise the rest of the process is useless, and implementing a new project in the roadmap becomes painful. By communicating why a specific goal is needed for the company, it allows for the team to reprioritize current projects. Also the team really are the ones who knows in detail what steps will be needed in the project to reach a specific goal, so it is important the scope is clear.

To get buy-in on a project vision, the team needs to buy into your why-how-what (you can use Sinek's Golden Circle to pitch your idea), and most ideas only get buy-in if you help solve a more significant pain point or serve a higher cause. Also, all Subject Matter Experts must be given the capacity to work on the project in addition to their already busy schedules. This is often forgotten when assembling a project team in an organization. I am also convinced that humans work better together if they have dined together and spent play time, especially in global virtual teams. Invite your project team to an onsite or offsite kick-off. Let them understand their strengths and get to know each other as people, too. Purpose makes performance.

En fait je ne suis pas d'accord avec cette première étape. Il faut l'intituler par ceci : " partager la même description des objectifs" Il faut, en effet, d'abord permettre aux membres de l'équipe de partager la même description des objectifs. Cela passe par la formulation correcte d'une idée de projet, par l'analyse contextuelle d'où découlent les objectifs du projet. Les objectifs sont les manières d'exploiter les forces, de mieux faire face aux menaces et de tirer profit des opportunités.

My preferred strategy is to show how specific goals relate to the overall company mission statement and values. Sometimes it is a matter of rewording, or shifting perspectives to demonstrate this, but also be open to actively listening and adapting as you learn more about the challenges, risks and opportunities surrounding the project. As a member of a larger team, no one individual has all the answers.

There should be transparency in communication and leader to leading the team have strong leadership skills to achieving the goal.

To ensure team agreement on project goals, facilitate open communication, define SMART goals, involve team members in goal-setting, focus on common objectives, highlight benefits, seek consensus, clarify roles, address concerns, conduct regular progress reviews, and celebrate achievements. These strategies foster alignment, ownership, and motivation among team members, leading to successful goal attainment and a collaborative work environment. Understanding project scope is vital for defining boundaries, objectives, and deliverables. It manages expectations, allocates resources effectively, and prevents scope creep through regular review and revision.

A goal is like a flashlight, it signals where to direct the team's energy. At any time a goal can be born, adapted, or reframed; inflexibility leads to irrelevance. What to do? Create a culture of meaningful discussion about the strategy of the organization: what is our purpose, where are we going, what have we learned, what is important now, what will be important in the future. In this way teams will be ready to engage in goal setting.

As a team leader, you must give all team members the benefit of the doubt by ensuring that there is accountability at every step of the way. When you give team members a visual design of how their contributions and efforts bring result,they will have no option than to cooperate making the process easier and successful. A winning team is the joy and envy of everyone involved.

As a leader, in my experience, gaining agreement on project goals from teammates involves listening actively to understand their perspectives & concerns before presenting your ideas. Clearly articulating your ideas is important as well. Highlighting the benefits of reaching the goals helps everyone understand the “why” and what we’re trying to gain as a whole. Facilitating discussions to reach a consensus on the project goals helps with giving teammates the opportunity to navigate through any uncertainties. And lastly, as a leader you demonstrate your commitment to the project goals through your actions and work ethic which inspires your team to do the same. Don’t forget to celebrate milestones throughout & after the project is complete!

To ensure alignment among your team on project goals, it's crucial to encourage valid input from each member. Emphasize that every team member's perspective holds value and significance. During a brainstorming session, designate a facilitator to consolidate all ideas and inputs into a collectively developed action plan with measurable objectives. These goals should stem from the team's ideas and inputs, with the team collaboratively determining their priority. This approach grants team members ownership over the project goals.

When implementing anything new it's important to involve your team members in the process to ensure buy in. If they understand the project scope and have input into the project goals they will feel empowered and invested in the project and its deliverables.

We must understand that goals are often set by senior leadership with limited room for debate about what needs to be accomplished. While there is room for discussion on strategies and methods to achieve these goals, the real challenge lies at an earlier stage: ensuring that people understand why certain tasks need to be performed and the value of these tasks to both themselves and the company. People tend not to commit to ideas in which they do not believe. It is essential to provide context and explain the importance of tasks in a way that makes people feel they are contributing to a larger purpose. By giving meaning to each individual's work and explaining the importance, individuals will feel like they are part of a successful plan.

The best way to gain buy-in from your team is to involve them in the process. This creates a sense of ownership, whereby they want the project to succeed. If you have a very vocal team member- let’s call him Adam for this example, you can try asking for input from anyone other than Adam, and note that you’d like to provide an opportunity to those who we haven’t heard from yet. Ensure that every member of the team has the opportunity to contribute and encourage them to voice concerns. Without actively asking for concerns to be brought forward they may remain uncovered and become problems in the future.

Pour qu'un projet se concrétise, il est essentiel d'entendre les différentes voix. Travailler un projet un petit comité et il deviendra uniquement "votre" projet, travailler avec une impulsion collective de co-construction, d'écoute active et de feedback, le projet devient le projet de tous. La plus petite contribution à un effet de levier pour faire adhérer. Le bénéfice collectif du projet au profit du bénéfice individuel.

Involvement breeds commitment. It’s critical to involve the team in creating the goals - but even more important involving the team in determining WHY the need is so critically important. For me, this is a combination of formal processes and informal conversations with the space to process and find insight. If involving the team means sitting down for a goal planning session and formally determining the WHY, WHAT, and HOW, the effort likely will not create enough ownership to succeed. It is important that leaders engage their teammates informally in presenting the need and allowing the team to engage in addressing the need. Leave space to be creative. The formal process can codify the informal but it cannot replace it.

-At this stage, firstly the team leader need to EXPLAIN THE GENERAL CONCEPT of the project to all team members They need to understand basic information before contributing to the beginning idea.

In my opinion, the first step is to create a shared sense of purpose and commitment towards achieving project success. Help them understand the significance of the project goals in relation to the organization's mission and objectives. Encouraging the team to have open dialogue and brainstorm to identify key objectives by contributing their ideas and insights. Create a visual representation as a product roadmap, this visual aid can help reinforce understanding and commitment among team members. Encourage continuous feedback from team members and be willing to adapt goals to ensure ongoing relevance and alignment. By doing so we can effectively engage the team in the goal-setting process

Prioritization of goals should be done regularily, on a weekly basis to ensure focus. It helps navigating in all requests for other tasks, when everyone is aligned on the prioritizations. It also helps people grow and set boundaries. In this way any potential bottle necks can be tackled as soon as possible, by reallocating resources where needed to ensure smooth progression of the projects.

Collaboratively prioritize goals based on their importance and feasibility. Categorize them into short-term and long-term objectives, considering the project's overall vision. Communicate clearly and concisely, ensuring everyone comprehends the significance of each goal. Encourage feedback and compromise, fostering a sense of ownership and commitment among team members. By aligning goals with shared values and objectives, you can create a unified vision that motivates and guides the team towards success.

Prioritizing and categorizing goals ensures focus and clarity. Use methods like the Eisenhower Matrix to distinguish urgent, important, non-urgent, and non-important goals. This aids resource allocation, time management, and effective decision-making, enhancing overall project efficiency and success.

There are many ways to prioritize goals, it all depends on how important the project is and how much time you have. If you're short on time or the outcome is reversible. A simple straw vote might be an effective method to prioritize quickly with team input. If the project has a larger impact/timeframe, then something a little more rigorous might be a good idea. In either case it's important to understand the relationship between the goals you are prioritizing and the outcome you are seeking to achieve with the project. It's easy to lose sight while brainstorming and a simple gut check before prioritizing can have a big impact on the quality of conversation

Before setting your goals, understand the context. How likely is it that goals will change along the way? Is this a prioritary project, or urgency in other projects could divert resources? Then think about the time frame, who is the "customer" of the project, what is expected. Then choose whether it is more adequate to work in waterfall mode, or rather in short stints.

As part of what has been said, I would add that (if possible) it is good practice to make sure to mirror the required competencies within the working group, meaning that if one person is sick, another colleague can cover for them.

Using SMART goals is a great way to document goals. Use information radiators to communicate key metrics easily and provide transparency. Determine how key stakeholders like to be updated and keep track of their preferences for communication medium and frequency. When your team achieves major milestones and/or the goal, make sure to celebrate and appreciate the team. Share the good news with all Stakeholders!

Create a conversation across the org with a solid communication around goals. It has been of great use to write and go over managers (and they with their teams) the answer to 6 questions: - What is the aspiration and why is it important? - What have we built so far? - Why is it worth pursuing or changing? - What are the principles we will follow? - What can you expect from me? - What does the org and I need from you? People appreciate the effort for clarity, and the space to ask questions at all times.

This a usual challenge across team leaders, and I believe it is not a change of actions but a change of mindsets. If we follow a bottom-up approach, we can embrace the fact that our teams need to be involved in the definition of goals and objectives rather than consider them mere implementers. I would involve my team as follow: + Collect their thoughts and feelings prior to any planning process with high level positions in my organization + Turn to them and show them how what they shared has been taken into account for the goal definition process (and how I "fought" for their ideas to be considered!) + Ask them how they see themselves in the implementation phase and how they would like to be lead, what they need from me.

To ensure everyone's on the same page with project goals, I start by clearly outlining objectives in simple language. I emphasize the purpose and benefits of the project, focusing on how it aligns with team members' interests and the organization's mission. By fostering open discussion, I encourage input from all team members, valuing their perspectives and ideas. Through collaboration, we refine goals together, ensuring they're realistic, achievable, and meaningful to everyone involved. Regular communication and updates help maintain alignment and motivation, fostering a sense of ownership and commitment towards achieving our shared objectives

Write clear, specific, and measurable goals using the SMART framework. Communicate them effectively to ensure understanding and alignment among team members. Regularly update and track progress to stay on course towards achieving the goals.

Un projet, par nature devient illisible sans time-line. Pour qu'un projet reste dynamique et stimulant pour un collectif, il doit être animé régulièrement dans son avancée avec les différents points validés et également ceux qui ne sont pas retenus (pour donner du sens et ne pas revenir dessus). Une communication efficace permet une tenue du projet jusqu'à sa réalisation que tous attendent.

One thing I've found useful is telling them what the goals are. Why should they disagree? (Sorry, I'm a realist, if you ask me, you'll get realistic answers.)

To ensure alignment on project goals, start with open communication. Discuss the project's purpose, potential outcomes, and each member's perspective. Encourage everyone to share their ideas and concerns. Then, consolidate these inputs into clear, achievable goals that everyone understands and supports. Ensure goals are specific, measurable, achievable, relevant, and time-bound (SMART). Regularly revisit and revise these goals as needed throughout the project's lifecycle to adapt to changes or new insights. By involving the team in goal-setting and fostering ongoing dialogue, you promote collaboration and ownership, increasing the likelihood of successful goal attainment.

Regularly review and revise goals to adapt to changing circumstances, ensure relevance, and maintain alignment with project objectives. Solicit feedback from stakeholders and team members to make informed adjustments, enhancing the likelihood of achieving desired outcomes.

understanding the scope of the project is important i will also help you to set the achieveable goals and allow your team members to participate more

Bueno, está por demás comentar que: algo que no se mide, no es alcanzable… Definitivamente el análisis constante de los diferentes KPIs que se lleven durante el proceso, debe ser el desayuno favorito de todo líder, pues con ello, iniciaremos el día con la información necesaria para fortalecer, continuar o parar y cambiar la estrategia si así fuera necesario.

Il est essentiel de travailler l'après mise en place du projet avec un suivi de performances et de réalisation. Mais il est aussi important de communiquer efficacement lorsque le projet n'aboutit pas ! Redonner du sens pour ne pas demobiliser les équipes qui ont travaillé dessus et repartir rapidement sur un nouveau projet avec de nouvelles bases de travail.

To align your team on project goals, initiate open discussions where everyone can express their perspectives and concerns. Clearly articulate the purpose and expected outcomes of the project, ensuring clarity and relevance to each team member's role. Encourage active participation by fostering a collaborative environment where ideas are respected and debated constructively. Listen attentively to everyone's input and address any conflicts or misunderstandings that arise. By promoting transparency, mutual understanding, and consensus-building, you can rally your team around shared objectives, boosting motivation and productivity towards achieving successful project outcomes

The OKR (Objectives and Key Results) methodology aligns with Agile, helping teams connect project goals to organizational strategy. OKRs define objectives (what to achieve) and key results (how to measure progress), providing a structured approach. Setting OKRs for projects ensures teams' work contributes to company priorities, fostering alignment. Project goals are broad, long-term outcomes, while objectives are specific, measurable, short-term actions supporting those goals. Considering Risks, Assumptions, Issues, and Dependencies (RAID) when developing OKRs is crucial, as it helps create realistic, achievable objectives. This holistic approach strengthens teams' ability to adapt to change and agree to work towards a common priority.

Most projects get derailed due to irrational and unconscious dynamics that trigger members to "act out" dysfunctional behaviors. In an attempt to improve the odds of a project and its execution (let's say project lead in this case) he/she must consider the following in an attempt to better face and manage the likelihood of the derailment process: 1/How this project links with the company's core purpose and strategy 2/What the skills and mindsets are likely to be key to this project as it progresses 3/What skills and mindsets do the current project members have at this time 4/What values and rules of engagement are central to the organisation and can aid in managing and leading self, the individuals involved and executing.

Have each of your team members relay their understanding of the problem they are about to solve first. This gives the team to a chance to listen to anything they may have overlooked or not considered as well as another team member. Once all have contributed, you will start to all feel the right direction. Then its team ownership and dissection of tasks can be easier to delegate while keeping the goals focused in an agreed direction and outcome. To a relatively experienced team, time management will be automatically taken into consideration and flow can commence. Always referring back to goals as you move.

This is a tough one. Choose the right people, open-minded and willing to accept a challenge, explaining the project, vision, objective, goals, etc so they know beforehand what they're getting into. That's the key. A project already has an objective and goals to achieve, so putting them up for discussion is a futile exercise. You should clearly explain the project so that everyone understands the objectives. And yes, you need to give room for discussion, but at the end of the day the objective and goals will be the same so you either you have a team that agrees to pursue the same goals or you need to change the team. You can't build a castle with people who want to build an airplane. That's why it's important to assemble the right team.

Start with basics - I know these are cliche, but the more we can get teams to focus on these basics and see the "North Star", the better the project will be able to overcome obstacles and achieve its goals: "Begin with the end in mind" & "Start with why." Focus on the business problem in need of a solution, and define that business problem concretely for all. Then, make sure the solution is properly aimed at the right business problem.

Completing an “after action review”, post-mortem or other continuous improvement survey at the completion of the project is a great way to collect feedback to improve future projects. Collect this information in a place that is accessible to project teams and easy to search before initiating future projects!

Consider individual strengths, cultural diversity, resource availability, risk assessment, technology use, conflict resolution, learning culture, and long-term vision when setting project goals. Tailor goals, foster collaboration, and align with organizational objectives for effective goal attainment. By considering these factors, you can promote consensus-building, collaboration, and commitment among team members towards achieving project goals effectively.

Involve the team In the process. What is the bigger picture? What are we trying to achieve with this project? This drives a sense of ownership upon each team member, knowing they are part of something bigger. I have found that team agreement helps as well.