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.