SELECTING TEAM MEMBERS

Screening project team members requires project managers to see beyond accomplishments and credentials. The traditional screening questions still apply when assessing project team members. They typically include:

Tell me about yourself.

What are the roles and responsibilities of your current position?

What size projects have you supported in the past?

What is the average length of the projects you have been involved in?

Have you participated in project teams on a full-time or a part-time basis?

Because many organizations today do not have enough resources to adequately support project teamwork and ongoing operations, many team members (as well as project managers) are asked to support project work during their “free time.” They might also be expected to participate on multiple projects at once. With so much juggling going on, it is easy to bypass a thorough team selection process in order to launch the team quickly. It is easy to ask only the screening questions, which might not get you all the information you need.

Beware. Not taking adequate time to evaluate potential team members in advance of placing them on the team might cause regret later—for you as the team leader, for the individual team members, and for the team as a whole. To see past a candidate’s resume or technical expertise, take the time to evaluate the person thoroughly. Using behavior-based methods to screen team candidates has become increasingly popular—and necessary.

The premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations. The key is delving deeply enough during the interview process to accurately assess past behavior. Behavioral interviewing requires that the interviewer ask questions in a way that reveals a candidate’s true character. The interviewer must probe to reach a depth of detail that forces the candidate to share past team experiences and behaviors. Interviewers must ask pointed questions to elicit detailed responses that reveal whether the candidate possesses the ideal team characteristics.

Suppose, for example, you ask, “How would you handle XYZ situation?” The responder has minimal accountability. However, suppose you ask, “What were you thinking at that point?” or “Lead me through your reasoning for how you handled that situation.” This tactic is apt to provide far more insight about the candidate and his or her ability to handle tough situations. Continuous probing of a specific situation puts the pressure on. It also enables you, as the interviewer, to observe the candidate’s ability to hold up under a barrage of difficult questions.

When you create a line of questions designed to uncover a candidate’s true personality, you can discover “multiple intelligences” to determine whether the candidate will meet the requirements of the position and fit into the team culture. The phrase emotional intelligence was coined by Yale psychologist Peter Salovey and University of New Hampshire psychologist John Mayer to describe qualities like understanding one’s own feelings, empathy for the feelings of others, and “the regulation of emotion in a way that enhances living.”

In October 1995, Time Magazine published an article on emotional intelligence in which the authors suggest that a triumph of the reasoning brain over the impulsive one is emotional intelligence. Regardless of our cognitive ability (i.e., IQ), each of us has an emotional intelligence that natural talent seems to ignite in some people and dim in others.

In the area of emotion, the distinction between intelligence and knowledge is murky and debate continues today around our own ability to distinguish between the two. There is, however, enough evidence to suggest that plenty of “smart” people have little understanding of their emotions and don’t know how to use emotions in their communication and relationships. Conversely, many “feelers” have a natural tendency to dismiss logic and rational approaches. Neither type of person will fit well into any team unless he or she is able to find and maintain balance.

In addition to assessing a candidate’s technical experience and emotional intelligence, it is also important to assess the candidate’s work style and work/life balance philosophy. For example, it is beneficial to understand the candidate’s position on putting in extra hours when a project require extra dedication, his or her preferred method of communication, and how he or she deals with stress as a project races toward the finish line or encounters significant risks. Understanding working characteristics allows you to fully evaluate the candidate and anticipate how he or she will fit into the group.

As you screen candidates, be sure to delve into their minds by asking questions about when they have been successful or what they would have done differently. Assess the candidate’s ability to be a team player. Look for responses that suggest the candidate accepts accountability, takes psychological responsibility and pride, and talks about previous team relationships openly. Too much reference to “I” or not enough sense of accountability for the work efforts suggests the person might not really be a team player.

Team building starts in the interview process. When conducted properly, the process is designed to ferret out personalities that might not fit on your team. Always meet with the candidate more than once to get a true read. This is often difficult in the fast-paced business environment we operate in, but it is important nonetheless. Sometimes the connection is instantaneous, but always meet twice with a person to double-check your gut reaction and instinct.

It is also helpful to invite others to participate in the screening process. Include potential peers, other confirmed team members, project sponsors, or key clients who have good interviewing and people skills. Having a candidate meet with different interviewers helps validate your reaction or highlight something you might have missed.

For organizations that rely primarily on internal resources to fulfill project team requirements, do not assume that because you have worked with a potential team member on a previous project he or she will automatically meet the needs of the new project assignment. Every project is different; every potential team member should be considered on the basis of the requirements of the current project.

Consider the following questions, even if you have worked with the prospective team member in the past:

Does this candidate have adequate experience and skills in participating on this type of project?

Does this candidate have previous experience on similar-sized projects?

Does this candidate have balanced control over his or her emotions? The ability to handle stress?

Is this candidate ready for a bigger challenge?

What level of self-awareness has this candidate reached in relationship management? Social awareness? Self-management?

If I have worked with this person previously, what do I know about his or her technical abilities and social interaction skills that concerns me or confirms to me that he or she is the right fit for this new team?

Table 1-1 provides some example interview questions to help you select the “right” team members.

For most of the questions in table 1-1, you can continue to probe the candidate by delving deeper into the situation. Ask, “How did you feel at that time?” “What did you do next?” Ideally, each question posed will peel back an additional layer of the candidate’s personality, allowing you to assess the fit on the team.