The Eight Essential People Skills for Project Management

In today's fast-paced business world, project management is more challenging than ever. Gone are the days of rigid hierarchies and top-down leadership. Modern workplaces are increasingly horizontal, with team members expecting more autonomy and opportunities for growth. This shift has created new challenges for project managers, who must now navigate complex interpersonal dynamics while still delivering results.

"The Eight Essential People Skills for Project Management" by Zachary Wong is a practical guide for project managers looking to enhance their leadership abilities and overcome common people problems. Drawing on his extensive experience as a management consultant, Wong offers insights and strategies to help project leaders adapt to the changing landscape of team management.

This book is built around eight core people skills that Wong believes are essential for successful project management. These skills focus on aligning individual psychology with organizational objectives, fostering team cohesion, and navigating the often tricky relationships between team members, leaders, and upper management.

The Changing Face of Project Management

From Pyramids to Wedges

Wong begins by highlighting how the structure of businesses has evolved over time. In the past, companies resembled pyramids, with a small number of executives at the top, followed by layers of management, and a broad base of employees at the bottom. This hierarchical model emphasized top-down control and clear lines of authority.

However, today's businesses are moving towards a "wedge" structure. Imagine cutting a pyramid in half and laying it on its side – that's the new model Wong describes. This wedge has three main sections:

1. Individual contributors (the smallest end)
2. Work teams (the middle section)
3. Management (the largest section, representing resources and power rather than numbers)

This new structure reflects the changing nature of the workforce. Modern employees are often highly educated, skilled, and tech-savvy. They expect more from their jobs than just a paycheck – they want opportunities for growth, autonomy, and the chance to make meaningful contributions.

The New Role of Project Managers

In this wedge model, project managers play a crucial role in connecting all three sections. Their job is to align individual performance with the organization's strategic goals. This requires a fluid approach, moving between different levels of the organization and understanding how small details in managing relationships can impact the company's overall success.

Wong emphasizes that this new structure demands a different set of skills from project managers. They need to be adept at fostering collaboration, managing diverse personalities, and creating an inclusive environment where all team members feel valued and motivated.

The Wedge Model as a Diagnostic Tool

One of the key skills Wong introduces is the ability to use the wedge model as a diagnostic tool for team performance and problem-solving. Just as a doctor needs to accurately diagnose a problem before prescribing treatment, project managers must identify the source and nature of issues within their teams.

Locating the Problem

When faced with a team issue, the first step is to determine which section of the wedge is affected:

1. Is it an individual problem?
2. Is it a team dynamics issue?
3. Is it a management or organizational problem?

By pinpointing the location of the problem, project managers can better target their interventions and decide whether they can handle the issue themselves or if they need to involve other parts of the organization.

The ERAM Model for Individual Issues

For addressing individual performance problems, Wong introduces the ERAM Model:

• Expectations: Does the employee understand what's expected of them?
• Resources: Do they have the necessary time, equipment, and information?
• Ability: Do they possess the skills and knowledge required for the task?
• Motivation: Are they sufficiently motivated to complete the work?

By systematically working through these factors, project managers can identify the root cause of an individual's performance issues and develop targeted solutions.

Balancing Friendliness and Authority

One of the challenges in modern project management is striking the right balance between being approachable and maintaining necessary authority. Wong emphasizes the importance of being friendly without crossing the line into friendship.

The Dilemma of Friendship

Wong illustrates this concept with an example of a project manager, Robert, who encounters a team member, Thomas, in a minor car accident on company property. Thomas asks Robert to help him move his car before filing an official report, putting Robert in a difficult position.

This scenario highlights the tension between being a supportive colleague and upholding company policies. Wong argues that effective leaders must be "hard on policies, not on people." In this case, Robert should empathize with Thomas's frustration but insist on following proper procedures.

Friendliness vs. Friendship

The key takeaway is that friendliness is a behavior, not a relationship. Project managers should aim to be:

• Approachable and understanding
• Consistent in applying rules and policies
• Clear about their role and responsibilities

By maintaining this balance, project managers can create a positive work environment without compromising their authority or the integrity of company policies.

Fostering Inclusiveness in Teams

Wong emphasizes that successful teams are characterized by a strong sense of inclusiveness. This means creating an environment where all team members feel valued, involved, and connected to the team's purpose.

The Importance of "The Loop"

Being "in the loop" fulfills a fundamental human need for belonging and purpose. When team members feel included, they are more likely to:

• Collaborate effectively
• Take initiative
• Go above and beyond their basic job requirements

To create this sense of inclusiveness, project managers need to understand what motivates and demotivates different personality types within their team.

Understanding Personality Types

Wong references the work of psychologists David Keirsey and Marilyn Bates, who identified four main personality types:

1. Rationals: Love logical tasks, seek autonomy, fear failure
2. Guardians: Cooperatively inclined, seek respect, avoid conflict
3. Idealists: Emotionally driven, value fairness, dislike bullies
4. Artisans: Individualistic, enjoy risk-taking, hate boredom

By recognizing these different types, project managers can tailor their approach to motivation and communication, ensuring that all team members feel understood and valued.

Promoting Team Spirit

Inclusiveness doesn't happen automatically – it needs to be actively cultivated. Wong suggests several strategies for fostering team spirit:

• Emphasizing "we" over "me" in team discussions
• Implementing mentoring programs
• Organizing team-building activities and seminars
• Encouraging all team members to contribute ideas for team improvement

By consistently reinforcing the importance of collective success, project managers can create a more cohesive and effective team.

Managing Attitudes and Motivation

Wong stresses the importance of managing team members' attitudes as a key factor in project success. He argues that people today expect more from their work than just a paycheck – they want job satisfaction and a sense of purpose.

The Ice Cream Analogy

To illustrate the importance of recognition and positive reinforcement, Wong uses the analogy of a child being rewarded with ice cream for good behavior. He points out that many employers forget this simple principle, leading to demotivation among employees who feel their efforts go unrecognized.

The SCOOP Method of Praise

To effectively manage attitudes through recognition, Wong introduces the SCOOP method:

• Sincere: Praise should be genuine and heartfelt
• Consistent: Recognition should be given regularly and fairly
• On time: Praise should be timely, not delayed
• On values: Recognition should reinforce company values and goals
• Personalized: Praise should be tailored to the individual

By following this method, project managers can create a positive feedback loop that encourages continued good performance and maintains high morale.

Maintaining a Positive Outlook

Wong also emphasizes the importance of helping team members maintain a positive attitude in the face of setbacks. He uses the metaphor of "keeping your cone up" – just as dropping an ice cream cone leads to disappointment, allowing negative attitudes to take hold can derail projects and team dynamics.

Project managers should:

• Encourage resilience in the face of challenges
• Help team members reframe setbacks as learning opportunities
• Model a positive, solution-focused attitude

Addressing Poor Performance

Dealing with underperforming team members is one of the most challenging aspects of project management. Wong acknowledges that many managers avoid confronting these issues due to fear of conflict or discomfort with difficult conversations.

The Past-Present-Future Model

To help project managers tackle poor performance effectively, Wong introduces the Past-Present-Future Model:

1. Past: Practice active listening to understand the employee's perspective on the problem. Ask for specific examples and evidence.

2. Present: Provide a diagnosis of the issue (e.g., resource problem, skill gap, personal issue) and offer a reality check by reminding the employee of relevant rules and expectations.

3. Future: Engage the employee in problem-solving by asking questions like "What can you do to improve?" Set concrete, measurable targets for improvement.

This model provides a structured approach to addressing performance issues while maintaining a constructive, forward-looking focus.

Aligning Behavior with Goals and Values

Wong emphasizes the importance of managing team behavior to ensure sustainable success. He uses the example of Marty, a manager who achieved impressive short-term results but ultimately bankrupted a new branch office due to unethical practices.

Inspiring the Right Behavior

To avoid such pitfalls, project managers need to:

1. Clearly communicate both goals and values
2. Establish ground rules that reinforce desired behaviors
3. Use a combination of positive reinforcement, negative reinforcement, non-response, and punishment to shape behavior

Wong stresses the importance of being "tough on problems, not people" when addressing behavioral issues.

Managing Risk and Fear

Risk-taking is an essential part of business, but it often generates fear and anxiety that can hinder effective project management. Wong introduces the concept of the "Black Box Effect" to describe the uncertainty inherent in taking risks.

The Three Uncertainties of Risk-Taking

1. Circumstance: Unable to predict the level of challenge
2. Ability: Doubt about one's skills to handle unknown situations
3. Failure: Fear of negative outcomes

Strategies for Managing Fear

Wong argues that successful risk-takers aren't fearless – they've learned to manage their fear. He suggests:

• Focusing on the positive potential outcomes
• Preparing thoroughly to increase confidence
• Breaking down large risks into smaller, more manageable steps

By adopting these strategies, project managers can help their teams overcome fear and take necessary risks for project success.

Managing Upwards

The final essential skill Wong discusses is the ability to manage relationships with superiors effectively. He emphasizes that the relationship between team leaders and their bosses is one of mutual dependence, despite the power imbalance.

Making Yourself Visible

To improve your position and relationship with your boss, Wong recommends:

• Consistently demonstrating reliability (e.g., always being on time for meetings)
• Being proactive and speaking up in group settings
• Attending optional work events to show engagement

These actions help communicate your support for your boss and increase the likelihood of being trusted with important assignments.

Practical Applications of the Eight Essential Skills

Throughout the book, Wong provides numerous examples and scenarios to illustrate how these skills can be applied in real-world situations. Here are some practical ways project managers can implement these skills:

1. Use the wedge model to diagnose team issues:

   • When faced with a problem, determine whether it's an individual, team, or organizational issue.
   • Use this diagnosis to decide whether you can handle it yourself or need to involve other parts of the organization.

2. Apply the ERAM model for individual performance issues:

   • Systematically check expectations, resources, ability, and motivation when an employee is struggling.
   • Develop targeted solutions based on your findings.

3. Balance friendliness with authority:

   • Be approachable and understanding, but consistently apply rules and policies.
   • Clearly communicate your role and responsibilities to avoid blurred lines.

4. Foster inclusiveness in your team:

   • Implement regular team-building activities.
   • Encourage all team members to contribute ideas for team improvement.
   • Tailor your communication style to different personality types within the team.

5. Use the SCOOP method for recognition:

   • Make a habit of giving sincere, consistent, timely, value-aligned, and personalized praise.
   • Look for opportunities to recognize both individual and team achievements.

6. Address poor performance using the Past-Present-Future model:

   • Listen actively to understand the employee's perspective.
   • Provide a clear diagnosis and reality check.
   • Engage the employee in developing an improvement plan with concrete targets.

7. Align team behavior with goals and values:

   • Clearly communicate both what needs to be achieved and how it should be achieved.
   • Establish and enforce ground rules that reinforce desired behaviors.
   • Use a combination of reinforcement techniques to shape behavior.

8. Help your team manage risk and fear:

   • Break down large risks into smaller, more manageable steps.
   • Encourage thorough preparation to increase confidence.
   • Focus discussions on positive potential outcomes as well as potential challenges.

9. Manage upwards effectively:

   • Be consistently reliable and proactive.
   • Attend optional work events to demonstrate engagement.
   • Communicate your support for your boss through actions as well as words.

Case Studies and Examples

To further illustrate the application of these skills, Wong provides several case studies throughout the book. Here are a few examples:

1. The Car Accident Dilemma: This scenario, where a project manager must decide whether to help a team member bypass company policy, illustrates the importance of maintaining professional boundaries while still being empathetic.

2. Marty's Expansion Failure: The story of Marty, who achieved short-term success at the cost of long-term sustainability, highlights the need to align team behavior with both goals and values.

3. Charlie's Ice Cream Lesson: This analogy demonstrates the importance of recognition and maintaining a positive attitude in the face of setbacks.

These case studies provide concrete examples of how the eight essential skills can be applied in various situations, making the concepts more relatable and easier to implement.

Overcoming Common Challenges

Throughout the book, Wong addresses several common challenges that project managers face and offers strategies to overcome them:

1. Resistance to change:

   • Communicate the reasons for change clearly.
   • Involve team members in the change process to increase buy-in.
   • Address fears and concerns openly.

2. Conflict within the team:

   • Use the wedge model to diagnose the source of conflict.
   • Encourage open communication and active listening.
   • Focus on finding solutions rather than assigning blame.

3. Lack of motivation:

   • Apply the ERAM model to identify the root cause.
   • Use the SCOOP method to provide effective recognition.
   • Connect individual tasks to the larger project goals and company mission.

4. Dealing with difficult personalities:

   • Understand different personality types and adapt your approach accordingly.
   • Set clear expectations and boundaries.
   • Focus on behaviors rather than personality traits when addressing issues.

5. Managing remote teams:

   • Establish regular check-ins and communication channels.
   • Use technology to foster inclusiveness and team spirit.
   • Be extra mindful of providing recognition and feedback.

6. Balancing multiple projects:

   • Prioritize tasks based on urgency and importance.
   • Delegate effectively, matching tasks to team members' strengths.
   • Communicate clearly about timelines and expectations.

7. Dealing with limited resources:

   • Be transparent about constraints.
   • Encourage creative problem-solving within the team.
   • Negotiate effectively with upper management for necessary resources.

By addressing these common challenges, Wong provides project managers with a toolkit for handling a wide range of situations they're likely to encounter in their roles.

The Importance of Continuous Learning and Adaptation

A key theme throughout the book is the need for project managers to continuously learn and adapt their skills. Wong emphasizes that the business world is constantly evolving, and what works today may not be as effective tomorrow.

He encourages project managers to:

1. Stay informed about new management techniques and theories.
2. Seek feedback from team members, peers, and superiors.
3. Reflect regularly on their own performance and areas for improvement.
4. Be open to trying new approaches and learning from both successes and failures.
5. Attend professional development workshops and seminars.
6. Network with other project managers to share experiences and best practices.

By maintaining a growth mindset and continuously refining their skills, project managers can stay effective in their roles and adapt to new challenges as they arise.

Conclusion: Bringing It All Together

"The Eight Essential People Skills for Project Management" provides a comprehensive framework for navigating the complex interpersonal dynamics of modern project management. By mastering these skills, project managers can create more cohesive teams, align individual performance with organizational goals, and achieve sustainable success.

The key takeaways from the book include:

1. The importance of adapting to the new "wedge" structure of organizations.
2. Using diagnostic tools like the wedge model and ERAM to identify and address issues.
3. Balancing friendliness with authority to maintain effective leadership.
4. Fostering inclusiveness to create high-performing teams.
5. Managing attitudes and motivation through recognition and positive reinforcement.
6. Addressing poor performance constructively using the Past-Present-Future model.
7. Aligning team behavior with both goals and values.
8. Helping teams manage risk and overcome fear.
9. Effectively managing relationships with superiors.

Wong's approach emphasizes the human element of project management, recognizing that success depends not just on technical skills and processes, but on the ability to understand and influence people. By developing these essential people skills, project managers can create environments where team members feel valued, motivated, and aligned with organizational objectives.

The book serves as both a practical guide for immediate implementation and a foundation for ongoing professional development. As project managers face new challenges in an ever-changing business landscape, the principles and strategies outlined in this book provide a robust toolkit for achieving success through effective people management.

Ultimately, Wong's message is clear: in the world of project management, people skills are not just nice-to-have extras – they are essential competencies that can make the difference between project failure and success. By investing time and effort into developing these skills, project managers can enhance their leadership effectiveness, build stronger teams, and drive better outcomes for their organizations.