Following is quoted from my article Key Success Factors which described the key success factors behind a record that I created in a SEI Level 5 software company that I worked with – that of delivering all software projects on time to the utmost delight of the overseas customers. Using individual’s strengths in the team was one of the key success factors.
In a team, it is important that one member’s weakness is covered by someone else’s individual strengths in such a way that each one contributes through his strengths and the team as an entity is solid. A good team is one where everyone puts in his or her strength and covers others’ weaknesses – without any ego problems, without taking pride and without belittling others.
I am sure you will ask, “With this approach, you can never help people overcome their weaknesses”. On the contrary, a good manager uses the strengths of his team-mates while slowly working on their weaknesses – so that the weaknesses are overcome without making the team-mate too conscious of his or her deficiencies. A person normally does a good job when working on the job which he loves to do. Success is a big motivator and the motivation of a job well done gives him the energy to do the other jobs which he does not like to do, and thus helps him to overcome his shortcomings too in the course of time. A motivated person can certainly work over his weaknesses better than a person, who cannot even use his strengths, can. I believe that it is the manager’s job to see that the individual’s strength is used and he feels motivated.
I have seen some people who mainly look at the weaknesses and keep pointing out errors and personal deficiencies. Nagging a person for his weaknesses makes him very conscious of himself and he cannot even use his strength. Only a very strong person, who is truly self-motivated and strongly believes in himself, can continue to perform consistently in spite of continuous nagging by his superior.
One very important key success factor which I practiced (but did not list in this article when I wrote it back in 2002) was “Effective Client Management”, or effectively managing client expectations. I now call it the policy of being “Polite but Firm”.
Managing Client Expectations
Most of the delays in projects are due to scope creep. Scope creep occurs because the project heads are not able to say “NO” to the client requests. The client does not know what impact it has on the project, but he is certainly interested in incorporating all the bright ideas which crop up after sign-off.
The key to success, in fact one of the most important one at that, was that I was able to say “no” very politely to the client and explain to him that I was saying “no” in the interest of the client and his project, not because I did not want to do it. And mind you, I still had excellent relations with the client.