1. Communications for Project Managers Frank Newman, C.H.R.L.

2. Newman Human Resources  37 years HR experience  20+ years managing projects  Hired 300 people in 18 months  Plant Start-ups and closures  Jan Arden/Colin James Millennium concert

3. Learning Objectives for Today  Strengthen your communication skills in managing projects  Mini-toolkit on:  Communications Essentials  Overcoming resistance  Coaching poor performers  Managing Virtual Teams

4. Project Launch meeting…

5. Why do Projects fail?  Project Management  Sponsorship  Unclear scope  Poor timelines  Lack of funds  People issues  Role clarity

6. Communication Challenges for Project Managers  Leading indirect teams  Engaging/disengaging sponsors  Fending off resistance  Coaching & giving feedback to SMEs  Sharing bad news  Being seen as the spokesperson for change  Managing virtual teams

7. Communications  It’s not about delivering the message – it’s ensuring the message is received and understood

8. Active Listening  An active listener:  Uses varied ways to demonstrate clear attending & interest  Is patient, calm and focused  Doesn’t interrupt, complete sentences, rush to fill in pauses  Waits to be asked for advice or opinion  Offers balance and perspective without judging  Asks questions  Listens as much for intent as for content

9. Active Listening Techniques 1. Acknowledging 2. Paraphrasing 3. Empathizing

10. Worst Listening Habits  “Get to the point”  Completing others thoughts/sentences  Making suggestions  Debating points

11. Asking Questions  Asking questions at the right time in the right way:  Fact-based questions – uncovering data, schedules, budgets  Value based questions – uncovering opinions, ideas & reactions

12. Asking Questions Tips  Avoid rapid-fire closed questions like an interrogation  Ask questions in a logical sequence  Allow time for response  If you don’t agree with the answer, ask another question before criticizing or rejecting the response

13. Providing Actionable Information – MOST formula  Will the recipients of this information be able to apply it appropriately and effectively?  Meaningful – value and significance  Objective - no opinions, emotions or judgement  Specific – detailed and concrete  Timely – transmitted efficiently – valid, applicable or useable

14. Overcoming Resistance Roundabout Ask Questions to explore/clarify Paraphrase/empathize to show understanding Provide context/background Invite their suggestions If necessary, offer relevant facts/outline benefits/ideas Test for Reaction

15. Coaching for Results  OPPS Model  Objective – what do you want?  Present – what’s happening now?  Possibilities – what could you do?  Solution - what action, when?

16. Coaching for Results  10 Coaching Questions  What needs to happen?  What’s missing?  What’s getting in the way?  What does the ideal outcome look like?  What else?  What’s worked best for you?  Say more about that?  What needs to exist?  How will you know when you have it?  What are you willing to do?

17. Managing Virtual Teams  Create your own humanity  Build connections  Understand cultural differences  Use lots of visuals in video conferences

18. Virtual Realities  Sustaining confidence  Asking questions & listening actively  Providing actionable information  Communicating benefits  Handling resistance  Setting & supporting goals  Delegating responsibility  Optimizing performance

19. Conclusion  It’s not about you!  People first, project second  Never be afraid to say you’re sorry  You’ll be remembered for how you handle your people, not how well you handle the project

20. Thank You!