Regardless
of how good a project manager is, it means very little if they are unable to
communicate. It is understood that the ability to communicate extends beyond
the professional field. The ability to communicate, via the written word,
speech and listening should never be underestimated. The adept Project Manager
is able to navigate around communication risks by utilizing communication as a
tool to forge long lasting, positive working relationships and leveraging them
to execute and deliver successful projects.
Which are
the points to be considered when evaluating communication skills, they should
include;
1.
Understanding the audience and connecting with
them.
2.
Be diplomatic
3.
Establishing the preferred
communication type
4.
Timing and Anticipation
5.
Keeping Leadership engaged and involved
6.
Managing through a “Communicate, tell, roundtable”
method.
7.
Practicing delivery.
8.
Ending Positively.
The Project Manager must have
the ability to accurately, astutely and concisely convey project information
and details to stakeholders, resources, vendors and third parties. Providing
just the right amount of information to each, and avoid information overload.
It should be with great care, precision and accuracy that project managers must
gather, integrate and disseminate information to those involved and depending
on the project’s success.
Understanding the
audience and making a connection, people are different, and what one finds humorous, another can be offended. At project inception it’s a good idea to meet
one-on -one with each team member to assess their comfort level with different
communication vehicles. Experience has proven that individuals are extremely
receptive to this dialogue and quite frankly surprised when PM’s take the time
to go to such lengths. Up front planning in this respect establishes rapport
and a path for effective, respectful dialogue, and eliminates risks and
guesswork that would otherwise exist.
Being diplomatic
can take the project manager a long way, by utilising effective communication
to establish trust and authority as well as to motivate, influence and control.
Political effectiveness begins with knowing key project stakeholders and their
goals and motivations. Remember that people respond to and are motivated by
positivity. Be inclusive and ask for suggestions, insight and assistance
to solving an issue.
Establishing the type of communication is preferred, would a weekly
report suffice as opposed to face to face meeting. Face to face interactions are preferred for
those that value “extras” such as body language, the subtleties of facial
expression, etc. Some individuals prefer to work strictly with E-mail messages.
Once this is understood, outline these in the communication Plan.
It is best not to procrastinate when
delivering information, remember it is best to communicate sooner. As projects
occur at a fast and furious rate, and keeping communication relevant and timely
is paramount. The ability to anticipate “next moves” and responses is an
acquired skill. Consider the audience’s reaction to the information and how
this may shift the climate.
Keeping senior leadership engaged and involved is very important; remember to
provide updates as to business viability, alignment with relevant strategic
objectives, key issues and risks. Also, while senior leadership should
have access to project details, their concern and appetite is generally
reserved for higher-level detail and information.
For all meetings, have a specific agenda that
outlines what the team will accomplish during the call or meeting. Communicate
the topics that will be covered and the overall goal of the meeting. This
conveys preparation to lead dictates purpose and direction and provides the
opportunity for team members to speak up if there’s a topical question or
additional clarification needed.
Consider holding a “round-table” check-out
where each team member has a final opportunity to provide feedback, ask
questions, air complaints, etc. This is an informal way of making sure there is
feedback and participation from all team members.
Post an immediate communication summary of
each point discussed, key decisions reached, action items, owners, due dates
and overall project team next steps. Key decisions are an important item and
may later be used to justify a particular course of action. This can’t miss
approach provides a timely and relevant chronological retrospective and
mitigates communication risks.
Practice the delivery, in front of a mirror, a few people at a time or consider
attending toastmasters or offer to speak at a local chapter meeting on a familiar
topic. This will further hone communication and delivery skills. Not being
familiar with everyone in the room, should bolster additional self-confidence
when nailing delivery.
Ending on a positive note by highlighting individual
and team accomplishments as well as recognize resource contributions. This will
provide the team with hope and a sustained sense of accomplishment. The
goal of the project manager is maintain positive momentum while reinforcing the
projects goals and viability.
Make a point to end meetings and
communications enthusiastically and on a positive up-swing. Remembering that
teams feed off the energy and drive of the project manager and utilizing the
ingredients will greatly reduce communication risks and allow teams to benefit.
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