A Project Manager needs many skills. And one of the hardest to come to terms with is managing conflict. You won’t use it every day (I hope). But you will need it from time to time. Whether you are called upon to handle a small spat or defuse a mighty row, conflict management needs a place in your project management toolkit.
No matter how well you manage your projects, nor how skilled you are at dealing with people, conflict will arise. It is inevitable when people care about things that are new, important, and complex. And it is sometimes a good thing to air different perspectives in a robust way.
In an earlier article, we gave you eight approaches for how to engage your project sponsor. But the commonest challenge is ‘what if I have a difficult project sponsor?’ So in this article, we’ll look at seven flavours of difficult project sponsor, and tactics for handling them.
In this article, Donnie MacNicol introduces us to interpersonal skills for Project Managers. Donnie is one of the UK’s leading experts in developing project leadership capability. He uses the latest cultural, organizational, and behavioral thinking in his work.
Interpersonal skills are important in any line of work. And the delivery of projects is no different. Project leaders, whatever your role or level, are often at the sharp end. People expect you to deliver, even with multiple technical challenges and strained relationships. I am sure you have experienced situations like this. If you haven’t: you will.
Project leaders must find ways to:
…and you must do it fast.
Project Managers need to lead people to get things done.
What is the right approach to project leadership?
Situational Leadership will help.
Dr Mike Clayton is founder of OnlinePMCourses.com.
Here, he answers this question, in under 5 minutes.
In tough times, project management is not enough. People get scared and uncertain. So they need leadership to keep them motivated, confident and effective. In this article, we’ll look at what Project Leadership adds to project management. And we’ll also look at three of the biggest challenges project leaders face in tough times. What are they and, more important, how can you handle them effectively?
Sometimes you really need to boost your team performance and get more from your team. Maybe things have gone wrong. Or maybe you’re just part-way through your project and everyone is feeling exhausted. So what can you do to re-energize a team that has been stretched and strained and wants a rest – yet still has work to do.
In this article, we review a wide range of practical strategies. We’ll divide them into sets of ‘hacks’ Each of them works on a different aspect of what contributes to the highest levels of team performance.
Here are the four sets of hacks we’ll be looking at:
One thing above all can make project leadership easier: an enthusiastic project team.
What you want is a great project team that wants to roll its sleeves up, get going, and do their job. Then, leadership becomes an exercise in pointing your team in the right direction, and providing them with the resources they need, to succeed.
But you will often need to earn this kind of enthusiasm. So let’s look at some of the things you can do to bring it about.
One of the biggest challenges or a Project Manager is a team of people from different cultures. Today’s article comes to you from Samad Aidane PMP. Samad is a seasoned Project Manager, who researches the neuroscience of cross-cultural leadership.
Projects make change happen. And they create things and add value to our organizations. In a very real sense, the outcome of your project dictates the future of your organization. So maybe running a good project is not enough. I want to focus on some of the things that will make a merely good project into a brilliant project experience.
When you look up Project Collaboration, you will find a bewildering array of software tools available. There are tens – maybe towards a hundred – of credible software solutions for helping your project team to collaborate effectively. But as a Project Manager, all you want is to get the best collaborative behaviour from your team.
You may have a software tool available to you on your project. You may even be in a position to make a selection: good luck. Or maybe you have to make do with tools that are not designed for project collaboration, and make them work to help you.