People Skills for Project Managers
Steven W. Flannes, PhD and Ginger Levin, DPA
New!
The First-Ever Practical Guide to the People Skills You Need to Be a Successful Project Manager
For many project managers, handling people problems is the most challenging part of the job. No matter how great a team's technical expertise, interpersonal conflict and problem behavior can cause stress - and even cause a project to fail. This timely handbook is the first to focus squarely on the people skills you need to manage a project successfully.
People Skills for Project Managers
is filled with methods and tools for handling people problems that involve communication, motivation, performance, behavior, crisis, and much more. Practical and relevant, this dynamic resource is filled with real-life scenarios, followed by concrete approaches and solutions that are supported by the latest research.
Use this book as a primer to learn a new skill set that's highly valued by companies today. Or keep it on hand as a quick reference for on-the-spot help when you encounter a problem. Either way, People Skills for Project Managers is a must-have resource for strong, effective project leadership.
With this complete guide to dealing with problems that surface within the project team, you'll learn how to:
- Apply new, tangible skills for managing people problems.
- Help team members improve interpersonal communications.
- Foster the dynamics and behaviors that make a successful team.
- Apply a process for conflict resolution.
- Motivate team members who have different personal styles.
- Deal with the team member with a performance problem.
- Handle a critical incident that strikes the project team.
- Boost productivity with swift, skillful handling of employee problems.
- Save time and expedite solutions with a single source for finding the answers you need.
Table of Contents
Chapter 1. Importance of People Skills in Project Management
Chapter 2. Project Manager: Leader, Manager, Facilitator, Mentor
Chapter 3. Interpersonal Communications "Tools" for the Project Manager
Chapter 4. Motivating Team Members
Chapter 5. Poor Team Member Performance: Career Development Issue, Training Issue, or Personal Problem?
Chapter 6. Managing Project Conflict
Chapter 7. Project Manager: Know Thyself, Heal Thyself
Chapter 8. Critical Incidents: When Traumatic Events Strike the Project Team
Chapter 9. Trends, Reflections, Career Management, and Musings
About the Authors
Steven Flannes, Ph.D.
, is a management consultant with 18 years of experience in helping managers increase their effectiveness in the "people" areas of managing. He is among the select few to be chosen by the Center for Executive Options (CEO) to join CEO's new executive coaching practice, which provides business-focused career coaching services to senior executives internationally. Dr. Flannes has presented papers at state, national, and international conferences addressing a variety of management issues.Ginger Levin, D.P.A., is a senior consultant in project management with more than 25 years of experience. Her specialty areas include project management maturity assessments, development of training programs in project management, program evaluation and auditing, and organization development. Dr. Levin received her doctorate in public administration and information systems technology from The George Washington University, where she received the outstanding dissertation award for her research on large organizations.
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