emotional-intelligence-the-key-to-successful-project-management

In addition to professional knowledge and the ability to structure complex problems, good project managers must also have emotional intelligence. Jorn Cnossen, an experienced project manager, explains why having high emotional intelligence is essential for leading programs and projects.

The days when project managers could be successful just by steering on planning, budget and scope (devil's triangle) are far behind us. In fact, various studies show that the extent to which project managers can deal with the emotions of his/her stakeholders as well as of themselves is crucial for the functioning of a project team. Since only a well-functioning team can deliver good results, having a high emotional intelligence (EQ) is crucial for project managers.

Role of the project manager

The project manager must be aware of all the undercurrents in the team: How is everyone in the game? What are their motivations? Are there reasons why team members cannot function optimally? What effect does the project manager and his leadership have on others within the team or project? And how can the project manager play a role in removing these barriers?

In short: a project manager needs to start learning about people, emotions and, above all, himself.

The work field of a project manager thus becomes more and more a web of (human) interactions. The project owner/client and the project manager therefore need to use an integral approach to get stakeholders/team members involved in the project. To achieve this, it is important for both the client and the project manager to be aware of his/her behaviour and what this behaviour triggers in other people.

What is emotional intelligence?

EQ means emotional intelligence. EQ is a person's ability to perceive, interpret and regulate emotions of self and those of other individuals. Relative to IQ (cognitive intelligence), EQ refers to interpersonal (one's own emotions) versus intrapersonal (dealing with others) skills.

How can project managers use EQ during their projects? The life of a project manager is not always about roses. They are responsible for budget, scope, deadlines, decisiveness, clear communication towards stakeholders and a project team that has to stay satisfied and motivated. It takes a lot of effort and skill to fuse all these building blocks together in a coherent way.

Emotional intelligence (EQ) can be seen as the secret weapon to pull this off. Five handles for deploying EQ in a moving project environment:

1: Be self-aware
Self-awareness is the ability to recognise and understand one's own emotions, including the strengths and weaknesses of personal emotions. The first step is to identify individual emotions, and also how they affect the execution process in the project. This requires a high degree of self-reflection and self-knowledge, which can lead to personal, uncomfortable or confrontational conclusions.

However, a high degree of self-reflection is important to consider the impact or influence of individual behaviour in relation to other project members. Because to move others, you have to be moved yourself.

2: Be socially aware
Social awareness is the ability to assess group dynamics, identify emotional cues from other individuals and build lasting relationships. When a project manager is more aware of his own emotions, the next step is to increase the empathic capacity of other personalities.

This step requires the ability to recognise emotions and behaviour of others within the project environment and act accordingly. This implies non-verbal and verbal communication attuned to the 'receiver'.

3: Engage in self-management
Self-management is the ability to recognise and acknowledge one's own emotions, regulate impulsivity and adapt oneself in changing project environments (adaptive capacity). Keeping yourself 'in control' on all the above points creates and conveys calm in the project environment.

Through early detection of both individual and collective emotions, which are at play in the project environment, necessary and fair management can be done to keep internal and external stakeholders motivated. Prejudice should be avoided here at all times. By judging others, you do not see the other person, but mainly yourself. Therefore, open up to others.

4: Invest in relationship management
Relationship management requires the ability to communicate effectively, motivate/influence others positively and resolve conflicts constructively. In this, the way of resolving conflicts is essential. As a project manager, do not avoid conflicts, but solve them constructively and together with 'the other side of the table'. By doing so, you create unanimity, lasting relationships and a high-performing (motivated) team.

It also benefits relationships with stakeholders within projects and motivates them to achieve better project results.

5: Apply current leadership styles
Leadership styles are centuries old. Modern leaders increasingly face changing work environments with different types of people. The leadership styles associated with this need to properly 'manage' these changing and diverse personalities anno 2024.

The 'new' leadership styles that have a sleeve to this are: adaptive leadership, transformational leadership and servant leadership.

Adaptive leadership. This style of leadership emphasises flexibility and the ability to adapt to an ever-changing environment. Leaders adapt their approach based on the situation and make decisions based on up-to-date information. Environments are changing faster and faster and require the ability of flexibility in leadership, especially among project managers.

Transformational leadership. This type of leadership focuses on inspiring employees/project members, setting visions and goals, and encouraging innovation and change within organisations/projects. Anno 2023, this leadership style is an advantage in increasingly fast-changing environments. Rapid adjustments are needed to keep up with the environment in which a project operates.

Situational leadership. A clear overlap with the above leadership styles is the situational leadership style that is reflected in every leadership style. In an increasingly polarising world, each person counts as an individual. Each situation requires a different leadership style. By showing empathy for each individual, situational leadership comes more into its own.

Added value

Emotional intelligence is being able to manage your own emotions and those of others effectively. When you are able to do this, you are able to deliver more successful project and better manoeuvre yourself past all the challenges you face as a project manager. In essence, a project manager needs to listen well to himself, open himself up to listen and respond well to the environment. In this capacity, a project manager can use EQ to purposefully achieve higher project results, resolve conflicts more efficiently and create a more motivated project team.