communication for project managers
TRANSCRIPT
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!