Building and leading the team

Projects are delivered by people, and the best plan is worthless without a cooperative team. A well-known model here is Tuckman's stages of team development: forming (members are reserved and getting to know each other), storming (disagreements emerge over roles and ways of working), norming (the team agrees on working rules), performing (a mature team working efficiently), and finally adjourning when the project ends.

Motivation doesn't come from money alone. Many people are motivated by recognition, learning opportunities, feeling that their work matters, and having autonomy in how they do their tasks.

Conflict in a team is normal, and can be useful if managed well because it surfaces different ideas. Ways to handle it: collaborate/problem-solve (usually best because it addresses the root cause), compromise (each side gives a little), smooth (focus on areas of agreement), force (a quick decision by whoever has authority), and withdraw (postpone the confrontation).

Modern project leadership leans toward "servant leadership": the leader sees the role as serving the team, removing obstacles, and empowering people, rather than giving orders and micromanaging.