Circumstances sometimes create a difficult situation where you are bringing news or information that contradicts current foundational assumptions. The correct tactics will keep the situation from disrupting your project more than necessary.
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Ready to hit "send"? Pause for a moment and make sure you’ve answered these three critical questions that will help you get your message across—and get results from your communications.
Your team has probably figured out how to work with video and audio by now. However, while video and audio are necessary, they are not sufficient for remote teams. Every team also needs a persistent chat backchannel.
Your project isn’t going to stand out because of the quality of your project charter or the comprehensiveness of your risk assessment. If you want people to care, you have to show them why they should.
Although we often think of templates when we think about communication tools, we need interpersonal “tools” even more often. We can reduce misinterpretations and increase engagement with these three interpersonal “tools” that we all have access to...
Never send another email that ends up unread. With a few personalization techniques in your toolkit, your project communications will be so much more effective. Ready to learn how?
With the amount of communications that happen on projects, it’s inevitable that mistakes will be made and problems will occur. How you deal with those challenges is what matters.
With all of us coming to terms with remote working, some interactions are more challenging than others—and performance management is one of the toughest. How can new PMs in particular approach these potentially uncomfortable conversations?
Communication with a co-located team, or a team that is able to meet in person, is difficult enough. Communicating with a distributed team is even more of a challenge. Here is some advice for making it work for everyone involved.
If people would just listen—or read what we send them—then communications would be easy, right? This may seem a reasonable assumption, but because we are part of the system, we are also part of the problem.