So, your multi-million dollar project crashed. Could it be the T - word?

Virtually all executives and entrepreneurs I talk with focus on clarity of objectives, strategic initiatives and tactics as they help energize their team environments. They / we are cognizant of building team rapport to advance collaboration, establishing appropriate financial and other incentives based on performance and even exploiting technology to facilitate communication. We share a heightened awareness of task focus while achieving benchmarks that are tied to ROI attainment.

I was recently involved with a large project that failed to reach or sustain any major objective despite the fact that each member of the group was a world class knowledge expert, motivated to succeed and for the most part, energized. What was overlooked in the process was the cultural (belief and value) system individuals within the team held. Those individual systems filtered the interpretation or meaning of verbal and non - verbal communication.

We spent zero time exploring interpersonal value system differences even though the men and women were from three different cultures, lived in five different states, grew up under different social systems and even different religions. All these factors influenced how timetable driven, ROI centered project leader's behaviors were felt and acted on by others.

The end result was a break down in TRUST. This experience, where two separate team members held their own self - esteem as the priority value, was clearly out of line with what the balance of the team held as number one - shared achievement. This known but unappreciated reality continuously sabotaged the project.

As a result, I am now personally, and recommend to client presidents and leaders, conscious of the role trust plays in performance. The basic three components of trust must simultaneously be balanced: a) formal trust i.e. title, contract, b) informal i.e. personal communication - friendship and c) trust built around performance competencies.

When there is a breech in trust, behavior is affected. People grow frustrated, productivity declines, fear and even hostility increase which results in team conflict. Inter-personal barriers evolve and individuals disengage, ultimately crashing projects.

I see an evolving role of leadership and management re-balancing the goal and task, timetable driven orientation to one where awareness of cultural and psychological underpinnings of trust are championed. As academic as it sounds, in our culturally diverse world, we need to foster agreement on the hierarchy of values as they relate to project objectives and ROI.

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