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A good Project Manager can make or break a project, but PMs typically aren't the technical expert or the most experienced on the team. In most organizations the PMs also have no formal organizational authority. In those cases, what else can we rely on to lead the team and project?
Good Project Management Begins with a Good Toolkit
One important tool in our arsenal that is sometimes overlooked and underestimated is emotional intelligence. The seventh edition of the Project Management Body of Knowledge (PMBOK) identifies four different aspects of emotional intelligence: Self-Awareness, Self-management, Social Awareness, and Social Skills (PMI, 2025, p.177). We’ll go into each one of those aspects below and how it relates to managing projects.
- Self-Awareness: Recognize that you as the PM you not only lead the project, but you lead the team. As the team lead, you should recognize that you have the power to set the team’s atmosphere and vibe. This dynamic also goes both ways and the team can affect you as well.
- Self-Management: Now that you’ve recognized how you and the team affect each other, think about how you react to risks, opportunities, and changes as they arise. As PM, your role is to determine or facilitate a path forward. Being thoughtful with your actions and keeping a calm demeanor and positive outlook regardless of challenges goes a long way in maintaining team morale and building trust.
- Social Awareness: The team is not comprised of non-sentient resources. A team is comprised of people with complex and different emotional needs. Approach interactions with empathy and an assumption that everyone is operating in good faith. Above all, people like to feel heard and have their input valued. Active listening goes a long way to building trust and mutual respect with the team.
- Social skills: Employing all the skills above should establish a strong foundation for your team dynamic. The most effective teams are typically ones that have a good rapport with each other built on mutual respect and understanding. As the PM, maintaining that dynamic and managing attitudes will create an environment that empowers people to produce their best work and have a good time doing it.
Continuing to be cognizant of these four facets of emotional intelligence throughout the lifecycle of a project helps a project manager to ensure the creation of a project working environment that values the contribution of each member, allows for effective team collaboration, and encourages meaningful project progression. In addition to guiding the dynamic of the working environment, one of the most important roles the PM plays is protecting team momentum when change inevitably happens.
Handling Change Requests
When a change request is initiated, a PM will typically first assess impact to the project triple constraint: scope, schedule, and budget. For example, the triple constraint tells us that if your scope changes, but your budget does not, then the schedule must also change. In theory, this change would always result in a defined and predictable impact on the project. In reality, project changes (both positive and negative) can often cause unintended consequences and unexpected inefficiencies within the team. These surprises can stem from confounding factors or from the simple fact that changing direction after getting to a good cadence can be challenging. During times of change, it is essential that the project manager creates plans for mitigating risks associated with the change and is continually maintaining a calm and stable demeanor. Thoughtful, steady communication will reduce unnecessary stress for the team along the way.
While evaluating a potential new change, a PM needs to strike a balance between client/end-user needs and team stability. We must ensure that client needs are heard and understood and evaluate the ability of the team to react to these changes. Too many shifts in priority can cause confusion and frustration in the team which in turn incur risk to the project. Thoughtful handling of change can mitigate these risks.
Project Managers Hold the Team Together
As PMs, we must maintain clear and consistent communication during project changes, acting as the liaison between the client and the project team. When there is one clear and definitive source of information, it avoids unclear direction, which will in turn keep the team focused and grounded while also maintaining a smooth client relationship. When a change is handled well by a project manager, the chaos and uncertainty stemming from outside influences can be absorbed, allowing the team to continue executing effectively.
Ultimately, the role of a PM is to enable the team to perform their roles while providing them with the resources they need and removing distractions and obstacles. The best PMs are not the loudest voices in the room but are the ones really striving hard to create an environment where their team can thrive and produce their best work. The team is comprised of talented people who were chosen for their skill set, and all come into a team with a shared goal of project success. As PMs, supporting the team with calmness, positivity, and consistency goes a long way for ensuring project success while enjoying your time together as a team.
If you’re seeking an automation Project Manager for your next project, contact us today to utilize one of our experienced PMs! Email info@skellig.com to get started.
