摘要：以下是来自项目专家的五个技巧，关于如何在新团队的新角色中快速获取知识并赢得尊重。

(本文经PMI授权转载，侵权必究)

5个技巧

期待什么

帮助项目领导者在组织或团队中过渡到新角色的五个技巧。

项目工作可以将项目经理从一个计划带到下一个计划，加入新团队甚至转移到新组织。项目负责人必须适应新的团队成员、工作方式或组织文化。

以下是来自项目专家的五个技巧，关于如何快速获取知识并赢得尊重，以帮助您过渡到新组织或新团队中的角色。

01

保持开放的心态

确保你对新的工作方式持开放态度，不要只坚持你习惯的方式。

以加拿大Bruce Power的成本和进度分析员Endrit Gallani（PMP）为例。当他加入一个项目团队时，Gallani使用与他以前的团队相同的标准和格式提交成本报告。当提醒他遵守新标准时，Gallani适应了——尽管他不同意某些流程。

“随着时间的推移，我提出了渐进式解决方案，而不会破坏团队的活力，”他说。它在简化一些工作流程和提高生产力方面运作良好。“在加入新团队时，我们必须保持开放的心态，并愿意帮助其他团队成员。”

02

参与并倾听

弗吉尼亚州HGD的执行合伙人兼首席工程师Raquan Hall说，通过保持参与和倾听，您可以快速获取知识并立即赢得尊重。她建议始终参加例行项目会议并保持核心项目团队利益相关者之间的电子邮件通信。

“在会议期间专心聆听并具有良好的通信意识有助于提供更广泛的项目理解，并有助于更好地满足项目或计划的需求，”Hall说。“这两种方法始终让我能够提出更明智的问题，快速了解项目历史和当前问题，并更有效地理解和指导我可以如何以及在何处为团队的持续成功做出贡献。”

03

建立信任

Andrew Miles（PMP）说：尊重不是一蹴而就的，而是需要慢慢建立的。

一种方法是和团队成员进行集体交谈。“基本上，您应该与所有团队成员会面，询问什么是让他们早上起床来上班的动力，”Sondrel Ltd的高级工程经理说。“它会表现出你的关心，这是建立信任的漫长道路上的良好开端。”

04

学习——从文件和利益相关者那里学习

“阅读尽可能多的信息，并尽可能多地会见利益相关者，”加拿大BI咨询公司首席执行官Barrie Clarke说。这样做将帮助您了解他们的项目、他们的驱动因素和挑战，以及项目的进展情况。

Clarke说，做大量笔记并记录利益相关者的反应——尤其是他们认为项目和可交付成果的满意点。“找出谁是你的拥护者，并迅速向他们学习，”他说。“说得通俗易懂，毫不含糊。如果您诚实并设定期望，您将赢得尊重并获得成功所需的信任。”

05

了解组织文化

印度尼西亚的项目工程师专家Akbar说，为了从一开始就创造最大影响力，您需要了解公司的愿景、业务流程、工作流程、缺陷和每个工作步骤之间的滞后时间。他说，在加入新公司并拥有新团队成员后的一到两个月内，他就能够做到这一点。

他并不止步于此。加入新团队时，Akbar 还会问以下问题：

事情是怎么做的？

完成任务需要什么？

有哪些限制？

我们计划实现什么目标？

06

总结：关键要点

对新的工作方式持开放态度。

在团队会议和团队成员与利益相关者之间的沟通中倾听并参与。

了解组织的愿景、业务流程、工作流程以及任何可能阻碍项目成功的潜在缺陷。

英文原文

What to expect

l Five tips to help project leaders transition into a new role in an organization or team.

Project work can take project managers from one initiative to the next, joining new teams or even moving to new organizations. Project leaders have to adapt to new team members, ways of working or organizational cultures.

Here are five tips from project professionals on how to quickly acquire knowledge and earn respect to help you transition to a role in a new organization or on a new team.

01

Keep an Open Mind

Make sure you are open to new ways of working and don’t just stick to what you’re used to.

Take this example from Endrit Gallani, PMP, cost and schedule analyst at Bruce Power in Tiverton, Ontario, Canada. When he joined a project team, Gallani delivered cost reports using the same standards and format as his previous team. When he was reminded to adhere to new standards, Gallani adapted—even though he didn’t agree with some of the processes.

“I suggested incremental solutions as time went by without disrupting the team dynamic,” he says. It worked well in streamlining some of the work processes and increasing productivity. “We have to keep an open mind when joining a new team and offer to help the other team members.”

02

Be Engaged and Listen

You can acquire knowledge quickly and earn immediate respect by staying engaged and listening, says Raquan Hall, managing partner, principal engineer at HGD in Alexandria, Virginia. She recommends consistently attending routine project meetings and keeping up with email correspondence between core project team stakeholders.

“Listening intently during meetings and having good awareness of correspondence can help provide a broader project understanding and help better meet the needs of a project or program,” Hall says. “These two approaches have consistently equipped me to ask more informed questions, to learn quickly about project history and current issues, and to understand and navigate more efficiently regarding how and where I can contribute to the continued success of a team.”

03

Build Trust

Andrew Miles, PMP, says there’s no such thing as immediate respect: You have to build it.

One way to do so is conducting stay interviews with team members. “Basically, you should meet with all team members and ask what makes them come to work in the morning and what makes them want to stay in bed,” says the senior engineering manager for Sondrel Ltd in Bristol, England. “It’ll show you care, and it’s a good start on the long road of building trust.”

04

Learn—From Documents andStakeholders

“Read as much information as you can consume and meet as many stakeholders as possible,” says Barrie Clarke, CEO, BI Consulting in Edmonton, Alberta, Canada. Doing so will help you understand their projects, their drivers and challenges, and how projects are progressing.

Clarke says take plenty of notes and capture stakeholders’ observations—especially the things they find good about the project and the deliverables. “Find out who your champions are and learn from them quickly,” he says. “Speak in simple terms with no fluff. If you are honest and set expectations, you will earn the respect and gain the trust you need to be successful.”

05

Understand theOrganizational Culture

To make a maximum impact from the start, you need to comprehend the company’s vision, business process, workflow, flaws and lag times between each work step, says Raditya Reksamudra Akbar, project engineer specialist at Sinarmas Agribusiness and Food in West Java, Indonesia. He says he’s been able to do this within one to two months of joining a new company with new team members.

And he doesn’t stop there. When joining a new team, Akbar also asks these questions:

How are things done?

What is required to get things done?

What are the constraints?

What are we planning to achieve?

06

Sum up：Key Takeaways

Have an open mind about new ways of working.

Listen and be engaged during team meetings and communications between team members and stakeholders.

Understand your organization’s vision, business processes, workflow and any potential flaws that can hinder project success.