ABSTRACT
The high value of face-to-face communication still outweighs the recent emergence of communicating with technology. The high reliance on in-person, face-to-face communication may be uncomfortable for some team members at first. Some may have relied heavily on computer- and telephone-based communications while supporting past programs. Sometimes when a new project or program is started, weeks may pass before leadership acknowledges team progress. The new program team must see evidence that they are quickly demonstrating their high capability and are achieving their commitments on time. Leadership should point out how the power of high-quality communication and teamwork are a part of their success. Establishing high team-member dedication requires that leadership study the motivation of each team member and plan an involvement that appeals to their developing motivation or self-actualization needs. A major part of this is reinforcing team-member buy-in and enthusiasm found in Step 1 throughout the duration of the program.
