Categories: Career Help
By Dave Wakeman
As we head into the fourth quarter, our minds are likely focusing on finishing the year strong, hitting our goals and, maybe, thinking about what 2019 will bring.
For many, that line of thinking includes how we can better develop ourselves, make ourselves more valuable to our organization and make sure that we are always on the cutting edge with our skills.
Based on the business and project management landscape, I think the skills project managers will need are going to be different and faster changing than ever before. To me, these are the three key skills we all need to make sure we maintain our future relevance.
1. Strategy: More project managers are being asked to help set the strategic direction for their organization. This means they have to have an understanding of the organization’s big-picture goals and how the projects they are leading fit into those goals.
Project managers must be willing to make the tough decisions to halt projects or advocate for projects that will move the organization toward their goals.
You can develop a better strategic mindset by making certain you understand your organization’s core goals and asking yourself how the projects you are working on fit into those goals. And, when they don’t fit, you can train yourself to evaluate the action needed to rectify that.
2. Communications: I’ve spent a lot of time writing about the need to do a better job communicating with your team. And that need is only increasing.
You need to constantly work on improving your communications skills to keep up with the continuing demand of an always-on world.
This means you will need to understand how to communicate in-person and online, up and down the organizational chart, and inside and outside of your organization. The best communicators are always listening and processing information. The goal is that they are able to understand, translate and share that information with all their key stakeholders in a way that has the maximum impact.
3. Sales skills: In the future, selling is going to be a key part of the project manager’s toolkit.
Because we are going to have to get better at advocating for the resources we need, the tools we have access to and getting our ideas acted on. And that’s sales.
Getting project managers signed up for cold calling might seem like a stretch. But when you think about selling as the art of persuasion, it’s a much easier idea to get behind.
The days of command-and-control are over, but that doesn’t have to be a bad thing. It just means that we have to change.
What do you think project managers are going to need to know in the future?