HKSM

13.1 Rethinking Motivation in Projects

Rethinking Motivation in Projects

Motivation in projects is constantly shifting. What energizes a team in one phase may not work in another. Unlike routine operations, project work is temporary, deadline-driven, and often uncertain, which creates a unique motivational landscape. Leaders must adapt their approach as the project and the people evolve. Traditional views of motivation often focus on external rewards like bonuses or praise. While these can help, project motivation runs deeper: what truly drives teams is a sense of meaning, the chance to grow, and momentum—small wins that build toward something bigger.

• Maslow’s Hierarchy of Needs. In projects, belonging and esteem are especially important. People want to feel included and valued for their contributions. When these needs are met, engagement rises.
• Herzberg’s Two-Factor Theory. Job satisfaction isn’t about avoiding dissatisfaction; it comes from adding true motivators such as growth, recognition, and responsibility. For example, giving a team member ownership of a feature, not just a task, can boost motivation.
• McGregor’s Theory Y. Most people want to do well; they want to contribute, improve, and solve problems when given support and trust. Leaders who adopt this mindset create space for autonomy and ownership.

In short, motivated project teams don’t need constant cheerleading. They need clarity, challenge, and a sense that their work matters. When people feel connected to purpose, supported in their efforts, and seen for their impact, motivation becomes self-sustaining.

13.2 How to Keep People Engaged and Prevent Attrition

How to Keep People Engaged and Prevent Attrition

Engagement isn’t just about keeping people satisfied—it’s about keeping them energized and committed to the team and the work. Projects are intense. If people don’t feel supported or valued, they’ll disengage or leave. It starts with the basics: role clarity and purpose. People want to know what they’re responsible for and why it matters. Connecting daily tasks to bigger goals shows how their work contributes to customer impact or strategic success.

Opportunities for growth come next. Delegating stretch assignments allows people to try something new, cross-train in another area, or represent the team in a meeting. Growth doesn’t have to mean promotion—it’s about learning and confidence. Regular learning and development opportunities help. Support for certifications, training, or conferences, where possible, reinforces this. Even a modest learning budget shows that personal growth is valued. Mentorship, where experienced team members coach newer ones, strengthens development.

Recognition is another key factor. It’s not just about awards—acknowledge small wins, steady effort, and team contributions. Celebrate when someone solves a tricky problem or steps up under pressure. Being seen and appreciated builds deep commitment.

Workload balance and autonomy matter more than is often admitted. If someone is always swamped, they won’t stay engaged. Check-ins and team boards help watch for overload, and autonomy in how work gets done is effective as long as outcomes are clear. Inclusion and belonging also fuel engagement. Involving quieter voices in decisions, watching for behaviors that exclude others, and building a team culture where people feel safe to speak up—and where differences are respected, not minimized—are essential.

Beyond the day-to-day, compensation and bonuses still matter. Fair pay signals respect. Performance-based bonuses—when used transparently—can reinforce shared goals. Just make sure they reward behaviors that match your values, not just short-term wins.

Shared experiences also contribute. Team-building activities, when well-designed, strengthen bonds and trust. These don’t have to be elaborate—simple things like collaborative games, problem-solving exercises, or team lunches can build connection. Casual knowledge-sharing events such as Lunch and Learns allow team members to present something they’ve worked on or learned, fostering learning, confidence, and a sense of contribution—all key to engagement.

People rarely leave just for money. More often, they leave environments where they feel invisible, overworked, or stagnant. Engagement is built through consistent, everyday leadership, and influence over that environment is greater than it may seem.

13.3 Performance Management in a Project Context

Managing Performance in a Project Environment

In many organizations, project managers do not conduct formal HR reviews. Nevertheless, they shape how people show up, grow, and succeed. Influence is exercised through clarity, coordination, and example rather than authority, and it can be substantial even without line-management responsibilities. This perspective frames performance as something enabled day to day on the project, not only recorded in annual processes, and highlights the role of the project manager in creating conditions where people can contribute effectively.

Effective performance management begins with early expectation setting. What “good” looks like is made explicit in team charters, kickoff conversations, and onboarding, including standards for communication, ownership, and collaboration. Goals then become visible through Kanban boards, shared OKRs, or simple dashboards. Visibility keeps the team aligned and accountable, reduces confusion, and concentrates attention on what matters. When people can see priorities and progress, coordination improves and trade-offs become clearer, which supports consistent execution.

Once expectations are clear, the emphasis shifts to support rather than control. Micromanagement is replaced by regular check-ins that remove blockers, offer coaching, and track progress. The stance is curious, not critical, and mechanisms such as one-on-ones and daily standups keep connection strong. Performance conversations unfold continuously rather than at the end; when work drifts off track, early dialogue realigns goals, clarifies priorities, and mobilizes help. Delayed feedback diminishes impact, so timely, constructive input becomes part of the team’s working rhythm.

Performance also manifests at the team level. Smooth handoffs, productive meetings, and active knowledge sharing signal healthy collective execution; gaps at this level merit attention as directly as individual issues. Judgments are grounded in data and observation—task completion patterns, quality metrics, and peer feedback—tempered by human context. At times a person performs well despite personal or process challenges, and that nuance should inform interpretation and response, balancing quantitative indicators with situational understanding.

Leadership by example sets the tone. High standards are demonstrated through clear thinking, reliable follow-through, and disciplined work habits, showing the behaviors the team can emulate. In sum, performance management in a project environment is less about forms than about daily clarity, trust, and feedback, and about creating conditions in which people can do their best work and understand what success looks like.

13.4 One-on-Ones That Actually Work

One-on-Ones That Actually Work

One-on-one meetings are among the most powerful tools in a project leader’s toolkit, yet many PMs either skip them or use them only for status updates, which is a missed opportunity. Effective one-on-ones are not about task tracking; they focus on connection, clarity, and coaching. They build trust, uncover blockers early, and show team members they matter beyond the deliverable. Used thoughtfully, they create the conditions for stronger relationships and clearer problem-solving.

A simple structure for a productive one-on-one includes:

• Check-in. Start with how things are going professionally.
• Progress. What’s going well? What’s stuck or unclear?
• Support. What do you need from me to move forward?
• Growth. Any feedback or stretch goals to explore together?

Sharing aspects of personal life during one-on-one meetings can help build rapport, trust, and psychological safety—especially when done authentically and appropriately. It humanizes you as a leader and invites the team member to do the same, which can strengthen the working relationship. However, there are risks. Oversharing or dominating the conversation with personal stories can shift the focus away from the team member’s needs and dilute the purpose of the meeting. If something personal is shared, it should be brief and relevant, and the conversation should quickly return to supporting the other person’s goals, challenges, and growth. One-on-ones are their time—not yours.

Consistency matters. Biweekly or monthly cadences work well in most project environments. Maintaining a shared document or note tracker helps both parties remember what was discussed and what needs follow-up. Canceling should be avoided unless absolutely necessary, because it can send an unintended message that the person is not a priority. Even a brief 15-minute check-in is preferable to letting it lapse.

During the conversation, listening more than speaking is effective. Open-ended questions help, and the team member can drive parts of the agenda. The goal is not to manage; it is to support, enable, and connect.

Over time, these conversations build a solid foundation for retention, performance, and team culture. People stay where they feel heard, valued, and developed, and one-on-ones provide a direct path to achieving that.

13.5 Giving Feedback that Builds Performance

Giving Feedback that Builds Performance

Performance management is one of the most important leadership responsibilities. It is not just about correcting mistakes or giving praise; it is about setting direction, building capability, and aligning people’s work with organizational goals. Strong performance management starts with clear, well-defined goals. The SMART framework turns vague expectations into actionable outcomes:

• Specific.
• Measurable.
• Achievable.
• Relevant.
• Time-bound.

Effective leaders ensure every team member has a set of SMART goals tied to team or business priorities. These goals act as a shared reference point for progress and accountability; without them, feedback becomes vague or inconsistent. However, goal-setting alone is not enough. What drives performance is the rhythm of ongoing dialogue—regular check-ins to track progress, remove roadblocks, and adjust course. Many managers treat performance management as a quarterly or annual task instead of a continuous process.

Scheduling dedicated goal review conversations monthly or at key milestones keeps the process on track. These are more than status updates; they are structured discussions in which both the manager and the employee reflect on what is working, what needs attention, and what support is required. During these conversations, feedback plays a central role. Effective feedback does three things:

• Reinforces what is going well.
• Helps correct what is off track.
• Provides coaching for growth.

A structured model like SBI helps deliver feedback effectively.

• Situation: Describe the context.
• Behavior: Describe the observed action.
• Impact: Describe the effect on outcomes or others.

Example: “During last week’s planning session (Situation), you challenged the proposal constructively (Behavior), which led to a stronger final approach (Impact).”

Feedback should be regular and timely. Waiting until the end of a project or review period reduces its usefulness. Praising effort when it is observed and addressing concerns as they surface increases impact.

Two-way feedback strengthens trust and shared responsibility. Questions such as “What do you need from me?” and “What could help you be more effective?” invite openness and clarify the support required.

Feedback and performance management should align with the broader organizational culture and values. What is recognized and reinforced teaches people what is important. If collaboration is valued, then recognize and reward it—not just individual heroics.

In summary, performance management is not a checklist but a leadership mindset. It combines clear expectations, regular coaching, and honest dialogue. When practiced well, it unlocks potential, strengthens relationships, and drives better results for the entire team.