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Communication Styles and Getting the Job Done – Part Two

November 28, 2016
Wendy Thorgersen

Part Two: Using Soft Skills

A well-cared for staff means a well-cared for project and that leads to a well-cared for client. There’s no way around that. Getting to know my team members and clients through frequent and meaningful communication is key to keeping any job running smoothly. All too often I see project managers overlook the personal aspects of managing a people.

Employees want to know their efforts matter, that what they do is making a difference. It’s the softer side of project management that plays a very big, albeit subtle, part in getting to the finish line on time and on budget. Each team member is different -- each requires something different based on rank, gender, tenure, generation and so on. Sometimes, I am a cheerleader. Other times, I am a sounding board. But always, I must be responsive to their needs. Let’s take a look at some of the factors in the effectiveness of a team.CommunicationTeam.jpgIn my previous post, I addressed communication tools and the technical literacy needed to use them. These are important to the ultimate success of a team, but very rarely do you find a team in which all members begin on the same page. Getting there is the challenge.

Understanding the skills and comfort level of all team members and then training the outliers toward the common denominator takes a gentle hand and some patience. It can present some very interesting and meaningful opportunities for members of the team who are willing to share their knowledge.

Gender and Generational Differences

Since the construction trades don’t traditionally draw women, we forget about the subtle differences in communication styles and how this can affect a team. Gender differences create dynamics and communication challenges that require attention and education so that everyone can get to the work at hand rather than get side-lined by interpretations.

In the same way, new technology poses issues for generations of tradesmen and women who sit on both sides of the millennial line. As in other trades, new talent is difficult to find and when that new apprentice gets on the job, you can bet he or she will be accustomed to communicating in ways that are completely foreign to other, more established members of the crew. As project managers, we may have to serve as the bridge in bringing generations together.

Job satisfaction

The happiness of your team members really does affect the final product and can affect your relationship with your client. An unhappy team breeds a lack of attention to detail that will extend a timeline. How you communicate is important. You can raise – or lower -- the morale of the team with minimal effort. Filling the proverbial bucket of your team members can be a simple as listening with the intent to understand and solving to the satisfaction of the majority.

Hopefully, your organization has a feedback loop for accepting suggestions anonymously. Whether it does or not, the trust you build when times are good, will be a great resource when times are not so good. Trust could just be the most important, contributing factor in job satisfaction and job profitability.

What soft skills do you rely upon to facilitate your team? Leave your comment below!

Read Part One: Know Your Audience