23 January 2009

Print

Quick Quiz

By Barbee Davis, MA, PHR, PMP

I know that people skills are essential for a project manager to communicate and execute a project successfully. How can I manage all types of team members when we are so different in the ways we communicate?

A. You can’t please everyone, so just communicate in any way you find comfortable.

B. Ask your family to note what you do wrong so that you can change it.

C. Focus on executive stakeholders and gear your communications only to them.

D. Notice how others choose to communicate and adapt your style to consider theirs.

D.  Notice how others choose to communicate and adapt your style to consider theirs.

People around the world solidify their preferred communication techniques by the age of three. Successful project managers learn to notice the ways other stakeholders choose to communicate and adapt their own one-on-one and meeting behaviors to appeal to them.

This article was inspired by a suggestion from Chetan Karande, who holds the Certified Associate in Project Management (CAPM®) credential and is located in White Plains, New York, USA.

People have a preference to address either business issues or personal issues first.

In addition, people inherently have learned to speak in either statement form or question form.

These four characteristics form a quadrant that looks like this:

Here are some ways to adapt your communications to be more welcome and accepted by others.

Business/Statement people. When meeting with this type of individual get right to the point. Save the personal conversations until the business reason for the encounter is over.

In addition, phrase your comments in declarative sentences. “This project is behind target.” is a better opener than, “Have you seen the numbers on this project yet?”

Business/Question people. With this group, also get right to the point. Include statistics or proof of your comments.

Format your sentences into an ask-oriented approach. For example, hand them a spreadsheet showing project numbers and say, “Do you think we can end on budget after this setback?” That’s better than saying, “I don’t think we’re going to make our budget.” 

Personal/Statement people. Here you have people who need to see the big picture and how it relates to them. You approach them with comments like, “You know our entire new product launch rests on your advertising campaign.” Your interest in how they think and feel is welcome, such as, “Tell me how you feel about your progress so far.”

Personal/Question people. With these individuals make a friendly, personalized gesture before moving on to the work questions you need to ask. Open with a personal question rather than a statement. “How is your week going?” is a simple, effective opener.

Recommendations for Meetings. It’s important to have all communications types on a team as they each will have unique perspectives and input to the project. Arrive early to chat with the Personal types, but start the meetings on time and get directly to the point for the Business types. You might use presentation software to paint the overall purpose for the Person/Statementers, then move quickly and succinctly to the written meeting agenda for the Business/Statementers.

Provide statistics and charts for the Business/Questioners, perhaps in take-away format. Be sure to mention how this will benefit the people internal or external to the organization for the Personal/Question people.

You can search the Internet for behavioral or communications style research to get more information about how to identify and relate to those who have a communication preference different than your own.

Talking to a person in the way he or she unconsciously prefers will improve your ability to be accepted, heard and understood. With a little thought, you can give the stakeholders on your team the information they need in a way that makes it easier for them to hear and process.  The improved communication should have a positive effect on your projects.

Barbee Davis, MA, PHR, PMP, is a reviewer for the global PMI Registered Education Provider Review Team. She owns Davis Consulting and is a published author, speaker, writer of training materials and an innovator in presentation skill workshops for corporate trainers. She holds a Black Belt in MS Project and teaches at the university level. Ms. Davis encourages your questions or comments.