The challenge is even more complicated if you have a project team that consists of people separated by large geographic distances, perhaps in different U.S. states, separate countries, or even multiple continents. Not all IT projects are isolated to a single campus where you can keep folks reined in nice and neat. Multiple-location considerations become even more complex because you may have to deal with language issues.
In a diverse geographic setting, you might want to consider appointing trusted team leads over the individuals who are at each site. That way, when a performance review or feedback is needed, there s someone local to handle it.
It' s important that you take care, when giving feedback or performance reviews to team members, to give constructive and timely information in a way that enhances, not detracts from, the person' s value to the team. "John, things aren' t progressing as quickly as I' d hoped with your tasks. Are there obstacles that you face—can I help you in some way?" works much better than "*$&#*@ John! You' ve got to get these tasks done! We' re way behind schedule because of you!"
When giving feedback or performance reviews, it' s also crucial that you recognize that each individual team member brings to the team a unique set of skills and talents that another person may not possess. You should try to sharpen your ability to pick out those skills and draw them out of team members—applying them in the best way possible to the project at hand. Team members who feel like they' re a part of the action and are contributing something to the team are far more likely to produce quality results than those that don't feel like they belong to the project.
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