For some Project work, this will be heretical. For some Customers, this will seem foolish. For some Project leaders, this will be insane. But, here it is anyway.
First, a mental excercise.
- Gather your team together. In reality or mentally or by reviewing a list of their names.
- Do they all have similar work experience? Similar previous companies? Similar previous Projects?
- Is their education level similar? Similar degrees (or lack of degrees)? Similar schools?
- What else is alike about them?
- The software Project team has similar coding experience and they've all worked on similar development Projects in the past.
- Members of the accounting team all are (or are in the process of becoming) CPA's.
- Everyone on the manufacturer's Project team has 10-15 years of manufacturing process improvement using the Toyota Production System.
- The Customer likes her construction team because they've all built projects just like hers before - at least 5 times.
For many of our Project teams, life and death are not the issues. Have we limited the results of the team by limiting our thinking about who is and who is not "allowed" to be on the team?
Here are some things to consider:
- Could someone who has demonstrated leadership in other areas, have a leadership role on your Project? Why? or Why not?
- Can that recent graduate from art school who hasn't been working in construction for 30 years, but wants to build, contribute to your construction Project?
- How can the woman that always has what seem like weird ideas (usually because that's NOT how we do it here) make your Project better.
- Who says that a junior level engineer with 1.45 years of experience can't add to the value of the team?
Next time, when there an opportunity (how about now?), try someone "different".
Someone who doesn't look that same.
Sameness leads to boring.
To mediocre.
To nothing new.
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