Comment les gestionnaires de programme peuvent-ils développer leur résilience lorsqu’ils travaillent avec des membres d’équipe difficiles ?

If resilience is all about knowing that you can do hard things and be ok afterwards, then managing yourself has to be the first priority. You want to behave in a way that you can respect & be proud of later. Second is getting results. Third is maintaining, even transforming, the relationship with the other person. So 1) check-in with yourself. If you're stressed, uncomfortable or negative then find a way to change things up; take a short break; move around; or remember a key principle or mantra. 2) be crystal-clear on the outcome you need from interactions and stay focussed on that. 3) express interest & empathy for the other's concerns & goals, and look for opportunities to build trust, finding win-wins wherever possible.

Who are difficult team members and why are they difficult to handle, having this understanding equips one to handle situations better. Keep looking for symptoms (delays in reports/responses, being non committal) be proactive, avoid things to heat up, in case of a miss have a candid conversation, listen to the grief, don't be judgemental, avoid comparison, put oneself into their shoes and come up with a logical conclusion accepted by both parties. Have long term goals with baby steps defined, walk along and I am sure you will have the person walking along with you.

Developing resilience involves not only overcoming challenges but also learning and growing from them. Understanding the root cause allows you to adopt a proactive and strategic approach to problem-solving, ultimately contributing to your overall resilience and well-being. As a Program Manager, I have found that Empathy is the key to working with difficult stakeholders. From self reflection and looking at your own feelings, to looking to understand and relate to others and being an active listener. Working to understand, relate and connect allows for that open dialog that will help get to understanding that "root cause" of the situation/person/project.

When working with difficult team members, first we need to seek to understand their perspective and concerns. This person may be under stress due to dealing with competing priorities, feel like their voice isn't being heard by the team, may not feel appropriately supported or prepared to deliver the value expected of them, or may prefer a different communication style or means than the team has defaulted to. Bottom line, don't assume to understand why a team member is being difficult - as a program manager, take the time to get that person's perspective and build a trusting relationship because you will be key to successfully integrating their contributions in the team environment.

What one person sees as difficult others may consider as an opportunity to try to understand that person. Perception is a key component when working with others, and as the old adage goes "Walk a Mile in someone's shoes to fully understand them". Invest time and genuine interest in the other person and I am sure that what was once seen as difficult behaviour could be reframed into a positive perspective. In all honesty there is no such thing as a difficult person, our perception may be slightly out of line with theirs.

The below 3 things help me in most situations: 1. Practice Active Listening: Give your full attention when the team member speaks, showing that you value their perspective. This helps in understanding their viewpoint and challenges and builds a foundation for mutual respect. 2. Emphasize Empathy and Open Questions: Show empathy to understand their emotions and struggles. Ask open-ended questions to encourage them to express their thoughts and feelings, which can lead to deeper insights and solutions. 3. Positive Language and Solution Focus: Use positive, non-confrontational language. Focus discussions on finding solutions rather than dwelling on problems. This approach helps to ease tensions and promote collaboration.

In communicating with a difficult team member, ensure your words, your tone, and your body language are consistent. Try to do more listening than talking, and use open-ended questions that encourage elaboration. One trick I learned is to replace the question "Anything else?" (which can be a conversation ender) with "What else?" which is an invitation to share more.

Communication involves not just the content but also the tone—employing respectful and constructive language, steering clear of blame or criticism, and emphasizing facts and solutions contribute to fostering resilience within the team.

In my experience, focusing on facts (and steering conversation towards such) helps to bring a difficult team member back on track. This should be neutral in tone (especially in writing) to make sure it's not triggering further conflict.

In challenging situations with team members, I find that building strong communication, actively listening, and maintaining a positive mindset help foster resilience. Additionally, focusing on problem-solving rather than dwelling on issues can contribute to a more resilient approach in project management.

Connect with colleagues or peers in similar roles for advice and shared experiences. They can offer valuable insights and strategies that have worked for them in managing challenging team dynamics. Seek guidance from a mentor or a professional coach. Their experience and objective viewpoint can provide you with effective strategies and help you develop new skills in handling difficult team interactions. Approach the challenging team member or other stakeholders for feedback on your management style. This shows your willingness to adapt and improve and can often lead to a better understanding of the underlying issues affecting team dynamics. Avoid assuming and overthinking. Be brave to ask and be humble about it.

Feedback is a gift - ask for it often and graciously accept it! Constructive feedback can help reinforce your best qualities and top skills, but more importantly it can point out your blindspots. When feedback is provided (either at your request or unsolicited), receive it gracefully, even if you don't immediately agree with it. Take time to reflect on what was shared and for anything that surprised you, try to be open to the grain of truth in the comments. It may take you a while to process tough feedback, but if it was from someone that cares about your career, it may be the advice with the greatest impact on your future.

If you know of another manager who has worked well with the difficult member, ask them for help managing the situation and ask them feedback on your own performance.

Developing resilience as a Program Manager when working with difficult team members is crucial for maintaining productivity and fostering a positive work environment. Here are some strategies to cultivate resilience in such situations: Stay Calm and Composed: Practice Active Listening: Set Clear Expectations: Address Issues Promptly: Seek Feedback and Input: Focus on Solutions, Not Blame: Practice Self-Care: Build a Support Network: Learn from Challenges: Stay Flexible and Adapt: By incorporating these strategies into your approach as a Program Manager, you can develop resilience and effectively manage difficult team members while maintaining a positive and productive work environment.

Feedback culture. Do you have it? Have you "curated" it? As leaders and managers it's essential to ask for feedback more often than you give it. How? By asking curious driven questions and creating psychologically safe spaces for team members to provide input and ideas without fear of.... that is the skill.

In today’s world, diversity,multicultural, multi generational workforce is a reality. So a few thoughts 1. Practice Listening 2. Control emotions—-even taking some time to go far a walk 3. Everyone has different perspectives, so embrace these and work towards understanding theirs. 4. Acknowledge your strengths and weaknesses, along with the difficult co-worker.

I usually remind myself that difficult feelings aren’t directed at me (at least I think they aren’t :) ) and more of an expression of frustration with the program, their workstream or meeting task deadlines. As a program manager, learning to separate yourself from your program will help objectively evaluate the source of the team mates stress and frame it properly so that it’s not impacting your stress. Programs and hard and working with people makes it harder but that’s what also makes it rewarding. So expect a little bit of emotion - emotion to me signals that they are at least engaged. No emotion, then you’ll have different problems to content with.

Emotions are like underwear Check yours are okay once and a while, as you cannot always trust your feelings Don't judge others by your standards, as you cannot always see what is going on underneath Take your time when making an assessment of the situation, as different circumstances require different solutions And.. Take what you have learnt from the past. And bring a fresh approach

You are human! It's ok! Recognize your feelings without letting them control your actions. It's okay to feel frustrated or stressed; what's important is expressing these emotions in a professional and constructive manner. Prioritize self-care activities like exercise, meditation, or hobbies. These practices can help in maintaining emotional balance and reducing stress, keeping you centered and focused. Establish clear boundaries between work and personal time to prevent burnout. Regular breaks throughout the day can also help to clear your mind and reduce stress, ensuring you return to work refreshed and more productive. Eat healthily too especially during a stressful period. Gut health also contributes to your emotions.

I think it's important to recognise the stress and the reason for it and be open about how it feels. It's a strong person who can admit when they feel something, especially if that something is vulnerability. There's no shame in it. I also think that it's important to have empathy. Everyone gets stressed and has an emotional reaction, but it might not be the obvious thing in front of you that's causing it. Take time to get to know your team. Let them know they can open up to you and you'll get to know what's going on outside of work. It might be something you can't control, but if you're aware, you can make allowances or at least understand and offer support.

If you can’t navigate the complexities of working with difficult people and solving intricate problems, start with simple problems as a warm-up. Think of it like stretching before a marathon; addressing straightforward challenges first primes your mental and emotional muscles for the more demanding tasks ahead. And don't underestimate the power of tackling funny problems like fixing the office coffee machine or dealing with the antics of the office pet—they can add a refreshing dose of humor to your problem-solving routine. A great way to practice all the ideas in this article!

Working with a difficult team member is challenging, but if you are able to cultivate a trusting and successful relationship with that person, you will be known as a collaborative program manager that relates to a wider set of stakeholders. Recognizing that each colleague has their own perspective, challenges, and expectations means you are willing to meet them where they are at and be seen as a facilitator to enable the collective team's success.

The 2 things I would highlight are: i) Embrace Emotional Intelligence: Cultivate emotional intelligence by being aware of and managing your emotions and understanding the emotions of others. This skill is crucial for effective communication, conflict resolution, and building strong team relationships. ii) Strengthen Problem-Solving Skills: Focus on enhancing your problem-solving abilities. This involves not just identifying issues but also creatively developing and implementing effective solutions. Strong problem-solving skills are essential for navigating challenges and turning difficult situations into opportunities for growth. Listening is the master key in your tool box!

In managing challenging team dynamics, I find opportunities for significant growth. These scenarios refine my leadership, communication, negotiation, and decision-making skills. Each experience, success or setback, is a learning opportunity, transforming feedback into actionable lessons. These interactions also enhance my emotional intelligence, empathy, and patience, balancing decision-making with compassion. Such experiences not only develop my professional skills but also boost my confidence, shaping me into a resilient, versatile leader in program management.

Navigating the challenges of working with difficult team members has been a transformative experience for me. These situations have provided invaluable opportunities to enhance my skills, such as leadership, communication, negotiation, problem-solving, and decision-making. Through successes and mistakes, I've learned important lessons and grown personally. These experiences have boosted my emotional intelligence, empathy, patience, and confidence. Every challenge is a chance to grow and become a more effective professional. #Leadership #ProgramManagement #PersonalGrowth #Resilience

To help resilience, remember success. Case study: A young professional struggled in an administrative role. They were personable, but severely underperforming, impacting quality and pace of work across the team. A difficult conversation was held where they were asked the open question of what was at the root of their underperformance. They admitted that they really had taken the role thinking it could segue into their desired development career but now felt stuck. We created an action plan to improve performance in their work, while I also provided mentoring in their wider career aspiration. Two months later, they secured a development position. Bumping into them a year later, they thanked me for helping them to pursue their dream.

Celebrating achievements meaningfully is challenging in remote work contexts, tight budgets, and shifting team focuses. The key is early, thorough planning and regular highlights of the celebration throughout the project. Budget for a face-to-face event from the start and keep everyone updated on its planning. Go beyond traditional awards by organizing memorable activities like kayaking, treasure hunts, or boat events outside the office. These not only commemorate success but also strengthen team bonds through enjoyable, shared experiences. Early planning and creative thinking ensure celebrations are impactful, fostering unity and making each achievement a memorable milestone in a concise and engaging way.

When requiring resilience for any relationship, we have choices. Empathy, curiosity, and creativity are a few. We never know what someone else is internally struggling with. When we feel the negative it's an opportunity to stop, ask what you want for this person and for you, and then proceed with one of these approaches. We have every capability to flip the script - within ourselves. When we do so, others will follow.

In the demanding, multifaceted world of program management, developing resilience amid challenging team dynamics requires Program Managers (PMs) to focus on celebrating their own achievements. Recognizing personal triumphs, whether overcoming obstacles or achieving project milestones, is crucial for PMs facing difficulties within their teams. This intentional celebration serves as a self-motivator, offering a positive perspective amidst challenges and fortifying the PM's ability to navigate complex situations. By acknowledging and internalizing their own successes, PMs can build resilience, enabling them to lead with confidence and effectiveness in the face of adversity.

Celebrating achievements regularly does creates excitement and make team members feel they are part of organization. I have experienced team members not giving their 100% even though they were knowledgably and experienced, as they always felt that the organization needed them only to do their task and weren't looking up to appreciate him on his efforts whether its doing task diligently or within time lines or putting more efforts to reach goals. Appreciations, Rewards, Recognitions regularly will surely keep the spirits high and that would have a positive impact on expectations. and offourse celebrate their achievements through out the organization

Team members are not difficult, they are just not yet understood. If your style is that of a leader and you are able to use empathy, find out what’s going on for them. As PgM managers our role is to get the best from others. And to do that we may need to walk in their shoes to understand what’s going in for them. Once known, work with them to agree how to move forwards

To be resilient with difficult team members, you need to: 1. Mind yourself: Take care of your health and well-being, and practice mindfulness to stay calm and focused. 2.Empathize, but balance: Understand and respect others' feelings, but also set clear boundaries and expectations. 3.Recharge yourself: Find time to do things that make you happy and fulfilled, and schedule them in your calendar. 4.Energize yourself: Manage your energy levels and match them with your tasks and goals, instead of just managing your time. 5.Communicate openly: Be honest and direct, and give and receive feedback regularly to improve your performance and resolve conflicts.

There are situations where even the best attempts to build a great team sometimes requires changing out a team member. Typically a mismatch in skill set or sometime it truly is personality conflicts that indicate making a change for the benefit of the team. When you reach that epiphany, act quickly and without blame. Your team will appreciate it and even sometimes the people you swap out as they too may be relieved.

Difficult team members? How do you handle that situation?  Negotiate. Always find the best solution for WIN-WIN outcomes. Always approach with empathy - try to understand their position and what stands behind it (hidden agenda, hidden need, etc.). Remember - know when to stop and let it go; don’t escalate the conflict!

There is a basic formula for building bridges when working with difficult stakeholders: 1) Understand your own drivers, 2) Understand their drivers, 3) Have a transparent and respectful conversation to create awareness of each other's drivers, understand the gap and build a conscious plan to co-create together.