This article was originally published on the website of the APMG by Emma Jones.
A complete overview of the essential interpersonal skills that lead to project success.
We each develop our own interpersonal skill-set as a result of our experiences, environment, and interactions with others. We are shaped by both nature and nurture. As Project Managers, we need to understand how we relate to, and interact with, other people in order to engender trust and respect to get the job done.
A Project, Programme and Portfolio (P3) Manager needs to lead and motivate their management team and delivery teams. This will be through visionary leadership, ensuring people are committed to the objectives of the work, and managerial leadership, delegating work and developing teamwork.
The P3 manager must also lead the stakeholder community, who do not collectively form a team and to whom delegation is rarely appropriate. When dealing with stakeholders, influencing and negotiation are more relevant.
Whether delegating work to a team or influencing stakeholders, conflict will inevitably arise in some form. The P3 Manager will need to have conflict management skills no matter how well honed their other interpersonal skills may be.
Naturally, at the heart of all human interactions is communication.
The fundamental principles of interpersonal skills do not vary across the range of projects, programmes and portfolios. However, the context and organisational structures do change and this leads to different challenges and different emphases in their application.
Here are some must-have skills and tips that will make your team love and respect you. Continue reading “Honing Interpersonal Skills for Successful Project Delivery”