Obstacles are simply challenges in hiding. If everything flowed smoothly in life there would be no opportunities to stretch and learn. Obstacles can build character, strength and sharpen your skills.

It is likely that you will encounter obstacles on every project that you are ever involved in. You may have technical problems that need to be resolved or you might encounter difficult people or circumstances. Regardless of the type of obstacle you face it must be overcome if the project is to be successful.

Team Member Obstacles

There are a number of different egos, personalities and intelligence levels present in any team environment. While every team member may (or may not) be a skilled professional in whatever service they provide, their personalities might be difficult and there can be language or cultural issues involved.

This is fully expected. Just remember that those differences are part of what makes the individuals on the teams who they are, and – quite possibly – how they work.

Creative, Passionate People

Emotions can run high when a team of smart and creative personalities work together in close quarters because passion often fuels creativity. High energy, big expectations and individual notions can often create a volatile mixture.

In the best case scenario every team member cares as much about the outcome of the project as you do and, as a result, conflicts are bound to result. When these conflicts move beyond the boundaries of “normal” and enter the realm of becoming an obstacle, it’s time to take action.

Here are some sure-fire tips for weathering the storm and turning a team-related obstacle into a learning and growing opportunity.

• Don’t get overly defensive!

It’s OK to defend an idea that you believe in, but don’t cross the line and become unreasonable or combative. Other team members will resent your actions and you will find it impossible to sell your ideas in the future.

• Respect All Opinions

To get respect you must give respect. If you are speaking to a subordinate, don’t tower your “authority” over them. That authority only exists from 9-5 but you are both feeling and caring people 24 hours a day.

• Be brutally honest but don’t be brutal

Don’t tell someone what they want to hear if you will not be telling them the truth. But remember that being honest doesn’t require you to be cruel. Saying “That’s the stupidest idea I have ever heard in my life” will only hurt and alienate the other person and create more obstacles.

• Use humor as a tool

Laugh at yourself but not at others. When people see that you can own up to your mistakes without getting defensive you will become more trustworthy in their eyes. People will lighten up around you and seek you out when they have problems of their own.

• Criticize Constructively

If someone delivers a task which is not acceptable don’t just reject it out of hand. Praise the good parts and provide suggestions on how to improve the rest.

• Don’t Make “it” Personal

Focus on the problem not the person. Bring your own feelings into the discussion and transfer the “personal” issues to yourself. For example, if a team member is regularly late with deliverables, and their actions cause you to be late with your deliverables, try saying something like, “I don’t like when I have to deliver my work late because it gets the Project Manager upset with me. Is there a way that we can get your next deliverable to me when it is due so I can have a better chance of getting my work done on time?”

A reasonable person will see that they have become a part of your problem and, chances are, they’ll work hard to avoid being a problem to you in the future.

• Finish any obstacle-related discussion on a positive note

It’s rare when you can’t find something good to say about any person or situation. Even if you are involved in a conversation with a team member who has created a huge obstacle for you, try to find a way to end it on an up note with something like, “Oh, by the way, thanks for backing my idea at the staff meeting yesterday. I appreciate your support. You had some great points.”

If there absolutely is nothing positive to say, don’t make something up. Even, “Thanks for your time and for meeting with me. I know that you are busy too,” is better than just walking away with the conversation hanging in the air.

When all else fails, pass the buck

Sure, we’ve all been taught that it’s bad to pass the buck. That’s true when it comes to responsibility and accountability, but there are times when an obstacle is beyond your ability to overcome. That’s the time to take it to the PM. He or she is the ultimate resource for team-related issues. Rest assured that if the PM doesn’t have the answer, he or she has access to someone who does.

Managing Conflict

Each of your co-workers is a person with feelings, concerns, priorities and a life outside of work just like you. He or she experiences the whole range of human emotions like you do and for the very same reason that you do – he or she is human, too.

The point is that nobody is a robot or immune to emotion. Teammates may not always make the right decision or always say things the “correct” way. However, at the end of the day, his or her goal is the same as yours – to get the job done.

Sometimes your interaction with co-workers and vendors may go smoothly and other times it could be a bit rough. Try to remember that you share common goals, problems and issues. Do your part to make the relationship work and the odds are very good that it will work.

But what if it doesn’t work out? What if a barrier develops between you and a teammate that seems to threaten your position on the team or even your future with the company?

Here are some tips to help defuse the situation.

1. Tell the Project Manager

One of a Project Manager’s primary skill sets is, or is supposed to be, conflict management.

If you have a problem with someone on your team, or even an outside stakeholder, you need to let the Project Manager know about it sooner rather than later. He or she has a toolbox full of ways to resolve conflict.

2. Calm Down

Nothing gets accomplished when angry words are flying. If your temper is out of control or the temper of your associate is flaring, excuse yourself and get away for a while. Stop and think about what the probable outcome of an extended shouting match is going to be and then let that anger go.

3. Communicate

Nothing positive can happen without communication. If you got the PM involved he or she will likely have a sit-down with all parties involved to get things resolved. However, it might not be immediate. Timing is everything.

Everyone involved needs to have their anger under control so all can talk calmly and professionally. When ready sit down with the other party, and possibly the PM as a moderator, and get the issues onto the table. Don’t worry about who is “right” or who is “wrong”. Just get the issues onto the table. Use neutral opening comments that do not make it look like you are placing blame.

If you lost your temper first, or even if you only lost yours after the fur started flying, apologize. This isn’t an admission of guilt or innocence. It’s simply an apology for your part in behavior that is not acceptable in the work place.

If you receive an apology in return, accept it graciously. If the other person didn’t participate in the outburst, and no apology is expected, then just move on. If you think that you are also owed an apology yet none is offered, let it go.

Next make an opening statement that clearly demonstrates your willingness to get beyond the conflict and to heal the rift in the relationship.

You could try saying something like, “This project is as important to me as I am sure it is to you. I want to be a part of the solution. How can that happen?”

Then just go with the flow. If the other person tells you that he or she has performance issues with you, or some other problem with your participation on the team, hear it out. Remember, if it’s perceived as a problem, it is a problem even if you don’t think it is.

Your job in the relationship is to either correct the problem if it is real or explain any misunderstanding that your co-worker may have about your behavior. In the end you might be better off compromising even if you feel you are 100% correct. As corny as it may sound, the overall success of the project outweighs any individual differences of opinions.

If the conflict is unmanageable you and the PM can always escalate the matter to a higher level of authority or follow the next prescribed conflict resolution process your company has in place for personnel-related issues.

Keep in mind that waging a personal vendetta behind someone’s back not only serves to demoralize the team, but it will eventually get back to that person and make you look like “the problem”.

You will look unprofessional at that point even if you were 100% in the right when the conflict first arose. Don’t jeopardize your reputation, the success of the project, or your job by participating in backstabbing or vendettas. It’s just not worth it

Overcoming Other Types of Project Obstacles

Not all obstacles in your project will be team related. You are likely to encounter clients who become obstacles because of unreasonable demands or expectations. Sometimes there are technology obstacles or organizational obstacles. Obstacles are like weeds, they pop up everywhere.

Just remember that the goal is to remove them, not to be buried by them. If you encounter an obstacle that is too big to handle by yourself, you’ve got a team and a PM there to help you. Use them.