The Eight Essential People Skills for Project Management

Leadership is about being friendly, not friends. It’s about aligning people’s psychology with organizational goals while maintaining authority and trust.

1. The Shift from Pyramids to Wedges in Modern Workplaces

The traditional corporate structure resembled a pyramid, with power concentrated at the top and employees at the bottom. This model relied on a command-and-control approach, where managers issued orders, and employees followed them. However, this structure no longer fits today’s educated, skilled, and tech-savvy workforce, who seek purpose and growth beyond just a paycheck.

Modern businesses now operate more like wedges, where individual contributors, teams, and management interact horizontally. In this model, individual contributors are the foundation, teams work collaboratively in the middle, and management provides resources and direction. This shift requires leaders to connect individual performance with organizational goals, fostering alignment across all levels.

For project managers, this means adopting a new role. Instead of simply issuing directives, they must act as facilitators, ensuring that individuals, teams, and management work in harmony. This involves understanding the psychology of employees and addressing people problems to maintain alignment and productivity.

Examples

• A tech company flattened its hierarchy, empowering employees to make decisions, which boosted innovation.
• A manager used the wedge model to identify a team issue and escalated it to HR for resolution.
• A leader aligned individual goals with company objectives, improving both morale and output.

2. Diagnosing Problems with the Wedge Model

When things go wrong in a team, leaders need a clear method to identify the root cause. The wedge model helps leaders determine whether an issue stems from an individual, the team, or management. This diagnostic approach ensures that problems are addressed effectively and escalated when necessary.

For example, if an employee reports harassment, the leader must recognize it as both a team issue and a legal matter requiring HR intervention. Similarly, individual performance issues can be analyzed using the ERAM model: expectations, resources, ability, and motivation. Leaders must listen to employees, verify their accounts, and create actionable improvement plans.

This structured approach prevents leaders from making assumptions or addressing symptoms rather than causes. By accurately diagnosing issues, leaders can take targeted actions that resolve problems and improve team dynamics.

Examples

• A leader identified a resource issue when an employee struggled to meet deadlines and provided better tools.
• A team conflict was resolved by escalating a harassment case to HR.
• An underperforming employee improved after receiving clear expectations and training.

3. Be Friendly, Not Friends

In today’s horizontal workplaces, leaders often find themselves on friendly terms with their team members. While friendliness fosters trust, crossing the line into friendship can undermine authority. Leaders must balance being approachable with maintaining professional boundaries.

For instance, if an employee asks a leader to bend company rules, the leader must prioritize organizational values over personal relationships. This approach ensures fairness and consistency while preserving the leader’s credibility. Leaders should focus on being hard on policies but empathetic toward people.

By maintaining this balance, leaders can build trust without compromising their authority. Employees may not always agree with decisions, but they will respect leaders who are fair and consistent.

Examples

• A manager refused to bypass safety protocols for a friend, reinforcing company policies.
• A leader empathized with an employee’s frustration but upheld reporting procedures.
• A supervisor maintained professionalism by addressing performance issues directly and respectfully.

4. Inclusiveness Builds Stronger Teams

Successful teams thrive on inclusiveness, where every member feels valued and involved. Inclusiveness fosters trust, collaboration, and a sense of purpose, making the workplace feel like a supportive community. Leaders play a key role in creating this environment.

Understanding personality types can help leaders motivate team members effectively. For example, rationals value autonomy, guardians seek respect, idealists cherish fairness, and artisans thrive on creativity. Tailoring approaches to these preferences can boost engagement and morale.

Leaders can also promote inclusiveness by encouraging team-oriented activities, such as mentoring programs or collaborative projects. Shifting the focus from individual achievements to team success strengthens the “we” mindset, enhancing overall performance.

Examples

• A leader used personality assessments to tailor motivational strategies for team members.
• A team lunch fostered camaraderie and improved communication.
• A mentoring program helped employees feel supported and valued.

5. Attitude Shapes Performance

Employees’ attitudes significantly impact their performance and motivation. Leaders must actively manage attitudes by recognizing achievements and addressing negativity. A simple “thank you” or acknowledgment can go a long way in boosting morale.

The SCOOP method—sincere, consistent, on time, on values, and personalized—ensures that praise is meaningful and effective. Leaders should also encourage employees to focus on solutions rather than dwelling on problems, fostering a positive and proactive mindset.

By managing attitudes, leaders can create a more motivated and resilient team. Employees who feel appreciated and supported are more likely to go the extra mile for their organization.

Examples

• A manager sent personalized thank-you notes to employees after a successful project.
• A leader encouraged a struggling employee to focus on solutions, improving their outlook.
• A team celebrated small wins, boosting morale and motivation.

6. Addressing Poor Performance with the Past-Present-Future Model

Dealing with underperformers is one of the toughest challenges for leaders. The Past-Present-Future Model provides a structured approach to guide employees through their issues and set them on a path to improvement.

The process begins with understanding the past by listening to the employee’s perspective. Next, the leader diagnoses the problem and provides a reality check in the present. Finally, the leader and employee collaborate on a future action plan with clear, measurable goals.

This method ensures accountability while offering support. It helps employees understand their shortcomings and take ownership of their improvement.

Examples

• A leader helped an employee identify skill gaps and provided training opportunities.
• A manager used the model to address tardiness, setting clear expectations for punctuality.
• An underperforming team member improved after receiving constructive feedback and a development plan.

7. Behavior Matters as Much as Results

Focusing solely on results can lead to unethical behavior and long-term damage. Leaders must emphasize that how goals are achieved is just as important as the goals themselves. Clear values and ground rules help guide team behavior.

For instance, a leader can address tardiness by requiring latecomers to present first in meetings, subtly encouraging punctuality. Positive reinforcement, such as praise for ethical behavior, further reinforces desired actions.

By prioritizing behavior alongside results, leaders create a culture of integrity and accountability. This approach ensures sustainable success and protects the organization’s reputation.

Examples

• A leader rewarded a team for meeting goals ethically, reinforcing company values.
• A manager addressed unethical sales practices by revisiting the team’s core values.
• A supervisor used positive reinforcement to encourage collaboration and teamwork.

8. Managing Fear to Take Risks

Fear of failure often holds people back from taking risks. Leaders must help their teams manage fear by focusing on opportunities rather than uncertainties. Preparation and training can also reduce anxiety and build confidence.

For example, firefighters manage their fear by concentrating on their mission and preparing for emergencies. Similarly, leaders can help employees face challenges by providing resources, guidance, and encouragement.

By reframing fear as an opportunity for growth, leaders can inspire their teams to embrace risks and innovate. This mindset drives progress and fosters resilience.

Examples

• A leader encouraged an employee to take on a challenging project, offering support along the way.
• A manager helped a team prepare for a high-stakes presentation, boosting their confidence.
• A supervisor reframed a setback as a learning opportunity, motivating the team to try again.

9. Managing Up: Building Strong Relationships with Bosses

Leaders must also navigate their relationships with superiors. Respect, honesty, and trust are the foundation of a healthy dynamic. Leaders can build these qualities by demonstrating reliability and a can-do attitude.

Making yourself visible is key. Attend optional events, speak up in meetings, and take initiative. These actions show your boss that you’re engaged and dependable, strengthening your professional relationship.

By managing up, leaders can create a more balanced and respectful relationship with their bosses. This mutual trust benefits both parties and enhances overall team performance.

Examples

• A leader consistently arrived early for meetings, demonstrating reliability.
• A manager volunteered for a challenging assignment, earning their boss’s trust.
• A supervisor built rapport with their boss by attending optional team events.

Takeaways

1. Use the ERAM model to diagnose individual performance issues and create actionable improvement plans.
2. Foster inclusiveness by encouraging team-oriented activities and shifting the focus from individual to collective success.
3. Manage fear by reframing challenges as opportunities and providing preparation and support to build confidence.