Entrepreneurial projects are most vulnerable in the early stages, when no one is yet earning money or public recognition. People see the possibilities. They are excited. They want to be part of the team. They are willing to contribute. Then a team member sees an opportunity to get immediate financial benefits or career advancement. The need to earn a living and achieve security is compelling. Thus they place the experiment on the back burner. The project loses momentum. The leader says nothing because he or she can’t pay anyone yet. The promising endeavor fizzles.

Similar problems arise in the world of nonprofits. A team with a promising new program idea may become quickly diverted when a new grant solicitation offers the opportunity for short-term gains.

Yiu can sustain experiments and projects by adhering to these ground rules:

• We will communicate as a team every x weeks, even when nothing is going on.
• For an active project, the project leader will update the team regularly (at an agreed-upon interval).
• There will be at least one mechanism for sharing information as it emerges and keeping the whole group up-to-date on important developments.
• We will make only commitments we can keep. Barring dire circumstances, we will keep our commitments even if it means making greater sacrifices than originally anticipated.
• If we are having an unforeseen problem that could affect a project we have committed to, we will let the leader know immediately so that backup can be planned or schedule adjusted. In dire circumstances, we will do everything we can to make sure we can hand off the work in the best shape possible.