In today's international work climate, what do you view as the requirements or traits for outstanding project leaders and personnel, and to foster project success in diverse areas of influence? Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Great project leaders today need cultural intelligence, resilience, and ethical decision-making. Teams succeed when technical literacy is combined with power skills like collaboration and conflict resolution. In an international climate, the real differentiator is the ability to align diverse people toward a common vision while creating space for innovation.
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1 reply by Michael Coleman
Aug 23, 2025 3:20 PM
Michael Coleman
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Thank you for your response. The personal tenets of cultural intelligence, resilience, and ethical decision-making resonate with my understanding of what project success embodies.
Great project leaders today need cultural intelligence, resilience, and ethical decision-making. Teams succeed when technical literacy is combined with power skills like collaboration and conflict resolution. In an international climate, the real differentiator is the ability to align diverse people toward a common vision while creating space for innovation.
Thank you for your response. The personal tenets of cultural intelligence, resilience, and ethical decision-making resonate with my understanding of what project success embodies. Saving Changes...
In my view, project success in today’s global environment rests on a balance of core competencies and human traits. Technical knowledge and structured delivery remain vital, but what truly distinguishes outstanding leaders is cultural intelligence, adaptability, and emotional resilience.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Influencing skills.
They make stakeholders believe in the project narrative of what success means.
They make team members follow their leader (even without formal authority).
They make experts to join the team.
They make executives trust in PMs.
They make funders give more budget.
Influencing skills are part of emotional intelligence, fed by empathy.
We all have them from the moment we influenced our mothers to feed us. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
While we have GPM components available to be included in all our initiatives (I am working with that from the last 20 years) all related to climate is just marketing for lot of organizations. For example, do you know how much impact on climate has the use of this platform? And I am not blame the PMI for it. Saving Changes...
Individuals who excel as outstanding performers typically possess high Emotional Intelligence (EQ), as Daniel Goleman, an advocate of social-emotional learning, suggests (and I agree with the view).
EQ is a set of personal skills we learn in life, and Daniel Goleman defines four domains of emotional intelligence:
- Self-awareness (knowing how you feel),
- Self-management (can you manage your emotions?)
- Social-awareness (practicing empathy, to care about the people),
- Relationship management (can you handle conflicts well, are you being an effective communicator)
PMI’s 2025 Call to Action reframes how we define and deliver project success.
The M.O.R.E.™ model encourages project professionals to expand their accountability and impact beyond traditional metrics:
- Manage Perceptions – For a project to be considered successful, stakeholders must perceive sufficient value relative to investment.
Managing expectations and perception is part of the delivery.
- Own Project Success – Go beyond executing tasks.
Take ownership of the broader value, outcomes, and stakeholder impact — minimizing waste and maximizing clarity.
- Relentlessly Reassess – In a world of constant change, project professionals must continuously revisit value, collaborate with stakeholders, and adapt parameters in real-time.
- Expand Perspective – Success today requires seeing beyond the immediate scope.
Projects must align with broader business goals, enterprise strategy, and even global impact.
This model challenges us to rethink our role — from executors to co-creators of value, trust, and purpose.
Which of these shifts is most relevant in your current project environment?
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