This podcast episode discusses power skills crucial for project management excellence. Cornelius Fichtner interviews Neil Whitten, author of "Power Skills That Lead to Exceptional Performance," to explore essential power skills and how they contribute to outstanding project management.
Neil wrote the book because, in his 35+ years of experience working with thousands of project managers, he observed many not reaching their full potential due to a lack of awareness or fear of the effort required to improve. He decided to compile the lessons he'd learned, many from the project managers he worked with, into a book to help project managers (and leaders) learn how to think and act effectively in real time to achieve their potential.
Neil Whitten explains that power skills (also known as soft skills, people skills, behavioral skills, or personality traits) are crucial for project management success. Studies show they are even more critical than technical skills. He prefers the term "power skills" because it emphasizes the inherent ability within individuals to drive results. They are essential for project management excellence and achieving stand-out performance.
Neil Whitten identifies several power skills vital for successful project management, including:
He emphasizes that many of these are not typically discussed in project management but are crucial for success.
The project manager should determine their own top three priorities. It's not about what's on everyone's desk or a single project; it's a personal assessment across all projects and responsibilities, including personal development. These priorities should be actionable within two to three days; if a task takes longer, a plan should be created and tracked, removing it from the immediate top three list.
Neil Whitten uses the example of Maria, a project manager in a company with five projects, each with five team members. Standalone products were previously developed; however, Maria recognized the need for integration. Without prompting from management, she proactively called a meeting with the other project managers, establishing a review board to determine the cross-product design and resolve integration issues. This initiative demonstrated exceptional performance by creating a crucial process that didn't previously exist, showcasing boldness, independent thinking, and a willingness to address conflict.
Neil Whitten advises against carrying guilt about past mistakes or worrying about the future. He emphasizes that all we have are present moments. While accountability for actions is important (apologizing for hurting feelings, paying for damaged property), guilt and worry diminish focus. He encourages being fully immersed in the current task, using the example of effectively preparing for a last-minute meeting with an executive by focusing solely on the available time.
For Neil Whitten, boldness is responding to a situation in a daring yet essential way to effectively address the issue. It's not about rudeness or arrogance, but about proactive action. He highlights that a bold individual will significantly outperform a less bold one, even with similar skills and experience.
Balancing boldness with team consensus means prioritizing the best business decision, even if it doesn't achieve unanimous agreement. The PM's role is to effectively communicate the rationale behind their bold decisions, guiding the team to understand why that path is optimal for the business. Open and honest communication is key; overruling without explanation is discouraged. The goal is not to always achieve consensus but to make the best business decision.
Power skills for teams function as shared core values. Whitten suggests brainstorming these values with the team, establishing shared expectations. Examples include: truthfulness, personal initiative, asking for help (seen as a strength), proactively addressing issues, continuous improvement, full meeting participation, and compromise. Having a written set of these values acts as a constant reminder, improving collaboration by clarifying expectations and encouraging desired behaviors. The underlying principle is that while individuals may know how to behave appropriately, they often hesitate unless assured that it's the shared expectation of the team. Creating a shared agreement increases the likelihood of the team acting in the desired, more productive way.
Neil Whitten provides several examples of power skills useful when interacting with leaders:
These skills promote clear, effective communication, build trust, and allow for productive interactions with leaders at all levels.
Solution focus, as described by Neil Whitten, is about concentrating on developing solutions rather than dwelling on blame or fault-finding. When issues arise, the emphasis is on fixing them and learning from the experience. He asserts that true leaders don't blame others; they focus on what actions can be taken to resolve problems and prevent their recurrence. This approach involves proactive problem-solving and taking ownership of resolving challenges, regardless of who might initially be deemed responsible.
The advice on "making it brief" centers on tailoring communication to your audience and their time constraints. When speaking to peers, paragraphs are acceptable. When speaking to your boss, shorten to sentences. The higher up the management chain, the shorter and more direct your communication should be, ultimately using sound bites for the most senior leaders. The reason for brevity is that senior leaders are highly time-constrained and respect individuals who can convey key information concisely. They can always ask for further detail if needed.
Neil Whitten offers these key takeaways:
