NFIB

How To Keep Employees Fully Involved During Crunch-Time Projects
12/ 18/ 2002

The ongoing commitment of employees is crucial to the successful completion of crunch-time projects. Fatigue, stress, the burdens of overtime--these and other factors can sap an employee's intensity and enthusiasm over time. In today's article, Jeffrey Moses offers suggestions for how to keep employees involved throughout the duration of an intense project, and how to keep the project moving forward as planned.

When a crunch-time project approaches, employee involvement should be maximized even before start-up. First, select the appropriate employees and thoroughly plan the project. Gather everyone on the project team, either formally in an office meeting or informally over lunch. Explain the project, making all tasks, goals and deadlines clear. Be sure to explain the project's importance to the company.

Then, ask employees for their suggestions on how to organize teams, assign tasks, monitor progress, report to management, etc. These are all management-type activities, to be sure--but the more complete the involvement of employees during the crucial planning stage, the more they will be involved in the totality of the project. After the first meeting, set up another meeting several days or a week later for another brainstorm.

During these meetings, let employees know that because of the urgency and importance of the project, their full participation is vital, and they should share their ideas on improving the project. Everyone likes to feel that they are an important part of a team, and this feeling should be optimized during crunch-time projects.

Make sure your goals and deadlines are reasonable. An important project should be laid out in stages so employees have tangible goals to shoot for in terms of days or weeks, rather than months. An important project may take several months, but it's often hard to remain motivated and energized for that lengthy duration. Instead, set up a series of short-term benchmark goals that can be attained. A successful project should be thought of as a series of achievements, rather than as one long grind.

It's important to celebrate the successful achievement of these benchmark goals. When you reach goals along the way, take the group out for lunch. Or order in one evening when the group has been working especially hard.

Meetings during the project should be held only as required. It doesn't take too many meetings before employees begin resenting the time spent away from what they may consider real work. It's often best to meet individually or with small groups of employees informally.

Ideally, each employee should know they are responsible for the project's success. Realistically, one person should be given the official responsibility. All problems are brought to this individual; this individual reports progress, difficulties and suggestions to you and the team.

When the project is completed successfully, reward your employees Consider giving bonuses, extra time off or even promotions and pay raises if the project merits. It's vital for the long-term success of a small company that employees feel their extra effort and time during a project were worth it, not only to the company but also to themselves. If they don't, it will be harder to motivate everyone for the next crunch-time project.

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