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Seven Habits of True Project Leaders: Habit #5

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of administrivia.

Habit #5: Enables Airtight Communication

Every hiring manager knows to emphasize “communication skills,” but this generally refers to someone’s individual ability to speak well. Equally important is the insistence to put the plan and infrastructure in place that enables communicating in the first place.

The right project manager will command strong communication up, down, and laterally. Project management requires an airtight process to make sure that changes are identified, acknowledged, and revised in a way that’s complementary to the original expectations.

A formal communication serves as the foundation to this. Any gap in the following process, and things will get lost.

Nurture: If an organization wants an accurate status of the reality of the project, no one can do it alone, regardless of talent. In order to nail Issue Management, for example, the project manager first needs to perform a Risk Assessment that highlights the potential issues; the practitioners then need to report when that risk is realized (i.e.: has become an issue) to the project manager; from there, the issue often needs to be sent further up the ladder to determine what recourse there is to resolve the issue, then sent back down to execute on the resolution. No project manager is prescient; they rely on a well-executed communication plan from all team members to have control of their projects.

Click here to read Habit #6: Stubbornly Sticks to Reality.

Posted in General Project Management, Project Leadership, Project Staffing | Tagged , , , , ,

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