communication for project managers

Communications

for Project

Managers

Frank Newman, C.H.R.L.

Newman Human Resources

37 years HR experience

20+ years managing projects

Special Projects

Hired 300 people in 18 months

Plant Start-ups and closures

Jan Arden/Colin James Millennium concert

Learning Objectives for Today

Strengthen your communication skills in managing projects

Mini-toolkit on:

Communications Essentials

Overcoming resistance

Coaching

Managing Virtual Teams

Project Launch meeting…

Why do Projects fail?

Project Management

Sponsorship

Unclear scope

Poor timelines

Lack of funds

People issues

Role clarity

Communication Challenges

for Project Managers

Leading indirect teams

Engaging/disengaging sponsors

Fending off resistance

Coaching & giving feedback to SMEs

Sharing bad news

Being seen as the spokesperson for

change

Managing virtual teams

Communications

It’s not about delivering the message – it’s

ensuring the message is received and

understood

Active Listening

An active listener:

Is patient, calm and focused

Doesn’t interrupt, complete sentences, rush to fill in pauses

Waits to be asked for advice or opinion

Offers balance and perspective without judging

Asks questions

Listens as much for intent as for content

Worst Listening Habits

Allowing interruptions

“Get to the point”

Completing others thoughts/sentences

Making suggestions

Debating points

Asking Questions

Asking questions at the right time in the

right way:

Fact-based questions – uncovering data,

schedules, budgets

Value based questions – uncovering

opinions, ideas & reactions

Asking Questions Tips

It’s not the Spanish Inquisition – set the right tone

Avoid rapid-fire closed questions like an interrogation

Ask questions in a logical sequence

Allow time for response

If you don’t agree with the answer, ask another question before criticizing or rejecting the response

Providing Actionable

Information – MOST formula

Will the recipients of this information be able to apply it appropriately and effectively?

Meaningful – value and significance

Objective - no opinions, emotions or judgement

Specific – detailed and concrete

Timely – transmitted efficiently – valid, applicable or useable

Overcoming Resistance Ask Questions

to explore/clarify

Paraphrase/empathize to show understanding

Provide context/background

Invite their suggestions

If necessary, offer relevant facts/outline

benefits/ideas

Test for Reaction

Blessing White

Coaching for Results

OPPS Model

Objective – what do you want?

Present – what’s happening now?

Possibilities – what could you do?

Solution - what action, when?

Coaching for Results

10 Coaching Questions

What needs to happen?

What’s missing?

What’s getting in the way?

What does the ideal outcome look like?

What else?

What’s worked best for you?

Say more about that?

What needs to exist?

How will you know when you have it?

What are you willing to do?

Managing Virtual Teams

Create your own humanity

Build connections

Understand cultural differences

Use lots of visuals in video conferences

Virtual Communication

Realities

Asking questions & listening actively

Providing actionable information

Communicating benefits

Handling resistance

Setting & supporting goals

Delegating responsibility

Optimizing performance

Conclusion It’s not about you!

People first, project second

Never be afraid to say you’re sorry

You’ll be remembered for how you handle your people, not how well you handle the project

Thank You!