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

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

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

Project Launch meeting…

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

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

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

Active Listening
 An active listener:
 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

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

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

Asking Questions Tips
 It’s not the Spanish Inquisition – set the
right tone
 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

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

Overcoming Resistance
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
Blessing White

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

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?

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

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

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

Thank You!