Supporting Team Performance

Supporting team performance is essential for project success. Task 3 of the People Domain focuses on how project managers assess performance, provide effective feedback, coach team members, and apply motivational strategies. Understanding human motivation and feedback techniques helps create an environment where team members can thrive.

Performance Management

Effective performance management goes beyond annual reviews. It requires ongoing attention to team member development and regular feedback.

Performance Appraisal Approaches

Key Performance Metrics

• Quality of Work - Accuracy, completeness, adherence to standards
• Productivity - Volume of work completed
• Reliability - Meeting deadlines and commitments
• Collaboration - Working effectively with others
• Initiative - Proactively solving problems and improving processes

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The SBI Feedback Model

The Situation-Behavior-Impact (SBI) model, developed by the Center for Creative Leadership, provides a structured framework for delivering clear, specific feedback that reduces defensiveness and promotes understanding.

The Three Components

SBI in Practice

Constructive Feedback Example: "During Monday's team meeting (Situation), when you took over presenting Sarah's section without asking (Behavior), it appeared to undermine her credibility and she seemed discouraged for the rest of the meeting (Impact)."

Positive Feedback Example: "In yesterday's client presentation (Situation), the way you handled the difficult questions about timeline with clear data and calm explanations (Behavior) built trust with the client and they approved the change request on the spot (Impact)."

Benefits of SBI

• Specific - Focuses on observable behaviors, not personality
• Non-Judgmental - Describes impact without labeling or blaming
• Actionable - Clear connection between behavior and consequences
• Reduces Defensiveness - Objective approach feels fairer
• Versatile - Works for both positive and constructive feedback

Extended Model: SBI-I (Intent)

The SBI-I model adds Intent - asking about the person's motivation: "I'd like to understand - what was your intention when you did that?"

This opens a coaching conversation about the gap between intent and impact.

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Motivation Theories

Understanding what motivates people helps project managers create environments where team members are engaged and productive.

Maslow's Hierarchy of Needs

Abraham Maslow proposed that human needs form a hierarchy - people must satisfy lower-level needs before pursuing higher-level ones.

Application to Project Management

• Ensure basic needs are met before expecting high performance
• Recognize that team members may be at different levels
• Address safety concerns (job security, clear expectations) before pushing for innovation
• Create belonging through team-building and inclusive practices
• Provide recognition and challenging work for those seeking growth

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Herzberg's Two-Factor Theory

Frederick Herzberg's research identified two distinct types of factors affecting job satisfaction:

The Two Factors

Hygiene Factors (Extrinsic)

Key Insight: Improving hygiene factors removes dissatisfaction but doesn't create motivation. Employees won't complain, but they won't be enthusiastic either.

Motivators (Intrinsic)

Key Insight: The opposite of satisfaction is not dissatisfaction - it's "no satisfaction." Similarly, the opposite of dissatisfaction is "no dissatisfaction."

Application to Project Management

• Address hygiene factors to prevent complaints and turnover
• Focus on motivators to drive engagement and performance
• Provide meaningful work, recognition, and growth opportunities
• Ensure fair policies and adequate compensation as a baseline

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McGregor's Theory X and Theory Y

Douglas McGregor described two contrasting assumptions managers hold about workers:

Theory X Assumptions

Managers who believe Theory X assume:

• People inherently dislike work and avoid it when possible
• Workers must be coerced, controlled, directed, or threatened
• Most people prefer to be directed and avoid responsibility
• Security is the primary motivator

Management Style: Authoritarian, close supervision, external controls

Theory Y Assumptions

Managers who believe Theory Y assume:

• Work is as natural as play or rest
• People will exercise self-direction and self-control
• Commitment comes from rewards associated with achievement
• People seek and accept responsibility
• Creativity and ingenuity are widely distributed

Management Style: Participative, delegative, trust-based

Connection to Other Theories

• Theory Y aligns with Maslow's higher-level needs (esteem, self-actualization)
• Theory Y aligns with Herzberg's motivators (achievement, responsibility, growth)
• Theory Y supports servant leadership and empowerment

Application to Project Management

• Examine your own assumptions about team members
• Theory Y approaches generally produce better results in knowledge work
• Match your management style to individual team members
• Create conditions for self-motivation rather than relying on control

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Coaching and Development

Beyond feedback, project managers should actively coach team members:

Coaching Best Practices

The GROW Model for Coaching

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Key Points for the PMP Exam

1. Use SBI (Situation-Behavior-Impact) for clear, specific feedback
2. Maslow's Hierarchy - lower needs must be satisfied first
3. Herzberg - hygiene factors prevent dissatisfaction; motivators create satisfaction
4. McGregor - Theory Y assumptions lead to more empowering management
5. Coaching focuses on asking questions, not providing all answers