Time
2 hours 27 minutes
Difficulty
Intermediate
CEU/CPE
4

Video Description

In this lesson, Subject Matter Expert (SME) Kelly Handerhan discusses ten qualities of the successful Project Manager. The discussion includes some of the soft skills that are important to a Project Manager's success. The ten qualities discussed are: 1. Inspiring a Shared Vision 2. Being a Good Communicator 3. Having Integrity 4. Demonstrating Enthusiasm 5. Demonstrating Empathy 6. Demonstrating Competence 7. Having the Ability to Delegate Tasks 8. Being Cool Under Pressure 9. Having Teambuilding Skills 10. Having Problem-Solving Skills You will learn to: - be aware of non-verbal communication - make eye contact - respond to the person you are talking with - avoid outside distractions when communicating with someone - be a good listener - know which communication medium fits which situation - keep your word - encourage fairness and transparency - convey a buy-in to the work you are doing Handerhan explains: - how empathy is different from sympathy - the need to have confidence in your team - the importance of not being afraid to delegate - the importance of never letting them see you sweat - that there must be comfort, trust, understanding, operability, and cooperation among and between team members - conflict resolution skills - the importance of creativity and of having a fresh creative response to opportunities

Video Transcription

00:04
all right, So in the previous section, we looked at some practices that we can implement. Now, let's just talk about the qualities the this skill set that a project manager should bring to the table. Not so much what I do as far as actions but skills that I have and most of these air interpersonal skills.
00:23
So what makes a good leader? And, you know, if I were to ask, you sit down and write down 10 characteristics of a good leader,
00:30
I think you would probably have a lot of the characteristics that we're gonna have listed on these slides. So many of us know what it takes to be a good leader.
00:40
Sometimes the challenge is implementing those characteristics on a day to day basis. You know, we can't all be inspirational and enthusiastic all the time, and I totally understand that. But I'm a big believer that I set the tone for my project.
00:56
And if I have staff that's walking around negative grumbling,
01:00
something that I'm doing is wrong. Most likely, right? All right. So one of the qualities that I want to have that want to inspire people I want to bring out the best in people, and I want them to know that that's important for me to do as well, right? I want to be able to say,
01:17
You know, look, here's where we're going. This is important. This is what's gonna meet it. We keep seeing the word vision coming up again and again,
01:25
and that's kind of a lofty word to me, you know, notice. It doesn't say Get them excited about the products you're producing. That's hard to get excited about. But this is what we're doing, and this is where, how it's gonna help all of us involved. Enthusiasm. Bring that to the table and your staff will know
01:44
whether or not you're faking it.
01:46
So if you can't get excited about the project that you're managing, you may be managing the wrong project. Don't get me wrong. I understand that some projects can be tedious in nature, but if there isn't a really meaningful value to it, then why are we doing it so
02:05
inspiring the team, helping them get by into the big picture?
02:08
Certainly a skill that project manager's bring to the table.
02:13
We've already talked about communication. Be aware of your non verbal communication, have a good friend of mine who is obsessed with her iPhone,
02:22
and I won't name any names, and she knows who she is. However,
02:28
any time you talk to this person, she's playing Candy Crush Saga, which I'm sure is a fine game. I've never let myself play it, but I hear it's quite addictive, so you could be talking about something very important. But if you're not making eye contact, if you're not exchanging information, if you're not responding, what that sends out
02:46
is that sends out a signal
02:47
that what I'm saying is an important that's nonverbal communication. Um, if you're in a meeting with your supervisor and he keeps saying Hang on, let me take this call, Let me take this call. Let me take this call. That's discounting. That's that's a very clear communication.
03:01
We have to be aware of things like that and don't get me wrong. I I understand that mail and texts and phone calls and all those things are important,
03:09
But when someone is speaking with me in a professional capacity, they need to know that they have my time and they have my attention. That's part of being a good communicator. Part of being a good communicator is letting you know that I'm listening to you. So I'm gonna echo back or mirror mirror back what you're saying. So if I have heard you correctly,
03:30
what matters most to use a chance for development
03:32
in these areas, Here's how I'm gonna help you get there. That shows that I've taken in the seriousness of what you've said. And here's how I'm gonna help you get there again. Active listening skills. Being aware of nonverbal communication, Knowing a good type of communication
03:52
This is not appropriate to send out via email. This deserves a phone call
03:57
knowing that what you can get away with face to face, you can always get away with an email. I have found a sense of humor. Especially sarcasm does not translate well into email. You have to be very careful with email and remember, you're leaving a written record
04:15
of how you've interacted with an individual.
04:17
I know many people who send an angry email and hit send quickly and there that ISS forever encased in Google or exchange or whatever format you've used, be very thoughtful about how you communicate in the trail that you leave
04:35
integrity. I want my staff to know that I'm fair, That I'm honest, that I'm hard working that I keep my word.
04:45
And I need to show that every day. If I tell you I don't know the answer, I'll find out I'm gonna find out and I'm gonna get back to you If I tell you, I'll call you by noon the next day. I'm gonna call you by noon the next day. Even if I call you at 11. 55 say
05:03
I still haven't found an answer to the question.
05:05
I'm continuing to research it. I need more time, even if I'm just calling you to tell you I couldn't do what I thought I could do, but I'm still on it. That's an important part of integrity, right?
05:18
Encouraging fairness, respecting diversity, acting without favoritism within an organization showing no conflict of interest, even the perception of a conflict of interest, transparency, those air. All very admirable qualities that have
05:36
we already talked about enthusiasm.
05:39
Enthusiasm is catching. If I'm motivated and exciting, excited about something that spreads again, you know, we don't have to be jumping up and down, but we do need to convey an excitement and a buy in to the work that we're doing
05:58
empathy
06:00
Now. Empathy is good, and empathy is often confused with sympathy,
06:03
and the two are very similar. They sound like they're actually different.
06:09
What sympathy is is me
06:12
putting myself in your position, as in this is how I'd respond to the situation that you're in,
06:20
right? It really is about me,
06:23
you know? Yeah, I hate that you have to work 12 hour days, but so have I. I've been working 15 hour days this past week.
06:30
That sympathy, right?
06:31
I hate that it's happening, but I can do it. So should you.
06:34
Empathy says. You know what? How you respond to this situation may be different than how I would respond. Let me listen to how this situation is having you feel
06:46
and understand that that may be different than my response. Now I know that's a little touchy feeling, and I know project managers. You know, that starts to make project managers uncomfortable. You know, let's talk about feelings and everybody,
07:00
but it is important to understand things like you're a project manager. You've worked 80 hour days for your entire life. That's great.
07:10
I personally have a life outside. You're getting so many hours a week for me. Maybe a little bit Maurin a jam. But I have a different value system than you. Okay, so again, I'm you know, I don't mean that personally, but what I'm saying is understanding that different team members
07:28
respond to different situations differently. We're not always
07:30
putting our thoughts and our feelings onto other people. We have to step back and listen to what they're saying. Empathy is very important
07:39
competence.
07:41
If you're not competent, people will know and then it becomes like sharks in a feeding frenzy.
07:48
So how do I convey competence? You know what's interesting to me?
07:55
And when the hardest lessons to learn as an instructor
07:59
is being able to say, I don't know the answer to that,
08:03
and that actually speaks to my confidence.
08:07
When you asked me a very difficult question for me to be able to say, That's a great question and I don't know.
08:13
I'm gonna find out for you, and I'll let you know what the next break as opposed to. Um, here's an answer.
08:22
Students know when you're faking it.
08:24
Your team members know when you're faking it. Don't be afraid to say you don't know because when I do provide you an answer when I do provide you with guidance, I want you to be able to trust it. And I want you to be able to know that you can trust it because I am confident because I do operate with integrity like we talked about earlier.
08:41
Don't be afraid to say, I don't know. But remember, you never stop with I don't know. I don't know. I'm gonna find out. And here's what I'm gonna get back to you on that. Hey, competence, you need to be able to demonstrate and expertise. Now, let me tell you, just because you're managing a software development project
09:01
doesn't mean you have to be a software developer.
09:05
You need an understanding of the field in a degree of competence. But you don't have to be an expertise. You don't need to have expertise or being expert in that topic. But you need to be able to present
09:18
competency in the work force. You need to be a good manager and you need to be able to demonstrate those skills by being decisive being able to accomplish results. Making sure that your team is performing meeting your requirements is one way to demonstrate competency. So again, it
09:37
doesn't mean
09:39
that you know everything. You know where to find the answers for everything.
09:43
Delegation.
09:45
If you want something done right, do it yourself has taken down many a project because a lot of project managers have that mentality. I'm gonna do this right, have assigned it to you. But I'm gonna look over your shoulder and micromanage you or I'm just gonna do it because that's the only way to get things done.
10:03
If you don't have faith in your team, get a new team,
10:05
Right? I've pulled this team together, and I know sometimes team members are assigned. You don't have the choice pulling your team's your team together. But
10:13
we've gotta find a way to maximize the performance from our team members. They're the ones that do the work. Don't be afraid to delegate
10:22
now things that you don't delegate,
10:26
um,
10:28
discipline within a team is better if you handle that on your own rather than delegating that out. You know, as a general rule, it depends on the organizational structure within your project. But if you've got someone that's poorly performing, I'm not gonna have my assistant. You take care of that. I don't want to deal with,
10:45
um now rewards. That's a nice thing to delegate. How about you tell this guy that he has earned a $50 bonus or whatever? You know, if you're delegating that to me, that makes me feel very good. I'm glad you've given me that work delegate areas in a field that I want to grow in.
11:03
That would be beneficial. And that would be helpful. So we're very selective with what we delegate, right? We don't just shove off work to our assistance or associates, but we do look and pick and choose the things that would be appropriate. And we do. So we get the work done. It doesn't mean we do all the work
11:20
Cool under pressure. Never let them see you sweat.
11:24
And I'll tell you, um,
11:26
I think that's a very important idea,
11:30
you know, running around in a state of panic and again, think back on projects. You've been involved with, their managers you've worked with that just seemed to lose their head under pressure. Nobody wants to work for somebody like that that spreads throughout the team spreads throughout the organization. There's a solution for everything.
11:50
Solution may not always be desirable, but there's a solution for everything.
11:54
Right
11:56
doesn't mean that you have to have an answer for everything by yourself sometime. Taken the facts, do some thinking, do some research and respond. But we're cool under pressure.
12:07
We can go lock the door to our office and have a breakdown, but in front of the team in front of the staff.
12:13
Yes, this has happened. It's unfortunate this has happened. Here's what we're gonna do. And I'll tell you when you do have bad news to present to a team,
12:24
you want to keep it tightly controlled. We can't have this turn into a grouch session because morale will go spiraling down, right? I understand. Yep, I understand that to bottom line is, here's where we are. Here's how we need to get. Let's talk about the solution.
12:41
You know, we like to say in our house, don't come to me with a problem. Bring me a solution and that's what we do. That's how we show in another way. That's another way that we gain respect and that we show that we're competent in the management field is when we do have bad news. Here's how we're gonna handle it. Here's what we're gonna do.
13:01
It's not where we want it to be, but that's the fact.
13:03
And then team building skills.
13:05
How well your team works together depends on how comfortable they are with each other. And if you can utilize
13:15
some of the things that we talked about earlier, whether it is encouraging activity outside of the office, there was the suggestion of celebrating birthdays on a monthly basis staff meetings, doing something fun, the 1st 10 meetings of stabbings, whatever that is,
13:33
how comfortable a team is together. You know, if you have a very diverse team,
13:39
maybe start off a staff meeting by encouraging some sharing. You know, tell me a little bit about everybody. Take 20 seconds and tell me something interesting about your culture, you know, and again, I know that that might seem a little touchy feely, but the better the understanding, the better the interoperability and the
14:00
cooperation between your staff,
14:01
the better they will perform. If you've ever seen two people that can't stand each other work together. It's very tense and performance is not optimal.
14:11
And as a matter of fact, if you want to look at the flip side of that, I don't know if any of your sports fans. I'm a big sports fan and I was watching my nephews baseball game and these kids were 10 years old. But a couple of the players have been on the same team for the last four years. So what was really cool to see Waas.
14:31
There was a ground ball hit to the shortstop,
14:35
and the shortstop just threw the ball toe where the second baseman was supposed to be, knowing the second baseman would be there. So he threw the ball to second base before the guy was even there because they've worked so far together. They had that trust, and when you see 2 10 year olds turn a double play, it's actually pretty cool.
14:52
So the idea is, the longer we work together, the more comfortable I am,
14:56
the more I trust that if I do my job, you'll do yours. We're gonna perform together. Problem solving skills goes back to conflict resolution. Let's talk about things. Let's air it out. Let's figure a solution. It doesn't always mean a compromise. Let's get to the heart of the matter and we're gonna address it
15:13
and then we're gonna move forward. Conflict is not bad,
15:18
but we have tohave a resolution, so that's with you know, people on your team. But other problem solving skills One of the things that you'll find creativity is extremely beneficial in a project manager. Because so many times I don't know if you've ever called tech support
15:37
and you can tell that somebody's reading off a script.
15:39
Have you tried turning it off and turning it on again? Have you d fragmented? You're harder like they've got this list of things they're gonna tell you to try, right? You know what?
15:50
These are things I've already tried before I ever called tech support. I need somebody that can think a little bit outside of the script. Here's a problem. What are we going to do? Let's get creative So many times, the pat answers in the pat responses are not gonna work. So what do we do then? You know these people that can think on their feet
16:08
and can very quickly respond to changes in the environment
16:12
very, very valuable. As a project manager, that's helpful,
16:17
a phrase I hate think outside the box. And I only hate it because it's so hackneyed and has been so overused. But really so many times we teach our people, you know, we teach our kids. We teach our students to do well on tests to give the right answers, but not really to think about it.
16:34
So we want as a project managers, we want somebody that can step back and get creative,
16:41
very, very helpful. Unfortunately, that's a hard skill to teach. If I'm not, that type of person is a project manager. I want somebody on my team who is another Dilbert. You can't go wrong with Gilbert, right?
16:53
I love this.
16:55
I'm so bored. I can't stay awake. I haven't started talking. You mean there's Maur? So Dilbert. Always good, Always enjoyable. All right, so this has been a lot of information. I hope that it was helpful to you. We've covered a lot of things and hopefully
17:12
we've done is brought to your mind some of the pitfalls of project management.
17:17
Some of the ways that we can go from being low performers and not meeting our requirements and our expectations to moving in the direction of becoming a high performer, having 80% of our requirements and objectives met. So we want to focus on ideas that we've talked about today,
17:34
getting the most from your team, having clearly defined requirements, having transparency and visibility, good communication skills, good interpersonal skills, all of those elements that we've talked about and again, our focus today hasn't been on the numbers, the product that this that and the other.
17:53
That's the difference between being a good worker and a good project manager. What makes a project manager good or these skills that we've talked about today? Now, one of the nice things about this course is it does give you continuing education units. If you do have a project management certification.
18:11
Ah, you need a certain number of PT use or C use whatever they're calling them this week.
18:17
This class provides you with four of those. When you do go to fill out your information, they'll ask you the organization that you attended the class from a little bit of information about that. So I have all of our information of course we're cyber Eri,
18:32
Um, this is our u R l. You can reach us at info at cyberia dot i t for any additional information,
18:38
but make sure you get credit for this course if you do have certification. If you're unsure if this course would give you Petey use for other certifications, feel free to send us an email will be happy to let you know. Last thing that I want to mention is the course Content was provided by Belinda Free Mao
18:57
of Passionate Project Management. A good friend of mine,
19:00
an excellent instructor and excellent project manager, provides consulting service is her website. In her information, she's also very renowned author. She's published many books on project management. I cannot recognize Recommend her or her material enough. So a big thank you to Belinda
19:19
Ah, for all of her skills and all the ways that she's contributed to the body of knowledge of project management.
19:26
Once again, my name is Kelly Hander Hand Hope you found the class helpful, and I hope you continue to enjoy the many courses we offer here. It's library

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Transition to Project Management

Leveraging your technical expertise in order to move into a project management role is simple once you grasp the stages of project planning. Utilize the proven methodologies used by IT professionals to ease your transition into leadership.

Instructed By

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Kelly Handerhan
Senior Instructor