By: Melissa Sykes, Ph.D., PMP In the competitive landscape of complex projects and strategic initiatives, conflict is inevitable. Teams are diverse, decisions are multi-faceted, and the stakes are high. A study by CPP Global found that U.S. employees spend an average of 2.8 hours per week dealing with conflict, costing businesses an estimated $359 billion annually in lost productivity. For leaders, the stakes are even higher: unresolved conflict can derail strategic initiatives, erode trust, and increase turnover among high-performing employees. Conflict is a natural byproduct of collaboration, especially in high-pressure environments like those found in the public and healthcare sectors where the work may heavily impact people’s lives; when ignored, conflict undermines productivity, morale, and innovation. However, conflict—if properly managed—can catalyze innovation, strengthen relationships, and enhance organizational performance. The great paradox of conflict is that not all conflict is detrimental, and in fact, when managed effectively, it becomes a source for deeper collaboration, innovation, and organizational growth.  To leverage conflict as an asset, leaders must master both emotional intelligence and conflict resolution strategies tailored to high-stakes corporate environments. In this month’s article, we delve into research-backed strategies for conflict management designed specifically for project managers, leaders, and executives, integrating theoretical insights with practical, actionable tools. Drawing on the influential work of thought leaders like Daniel Goleman and Amy C. Edmondson, it provides a comprehensive framework for transforming discord into opportunities for progress. By combining emotional intelligence principles with the creation of psychologically safe environments, these strategies empower leaders to navigate high-stakes conflicts with clarity, empathy, and purpose. Turning Reaction into Reflection The emotional pause is a simple yet transformative tool that allows leaders to move from reactive to reflective states during conflicts. When emotions run high, taking a deliberate moment to assess one’s feelings and assumptions can dramatically change the tone of the conversation.This brief reflection reduces impulsive reactions, fosters emotional regulation, and sets the stage for a more thoughtful and productive discussion. By practicing this pause consistently, leaders can model self-awareness and create a culture where emotional intelligence is valued and practiced. At the core of effective conflict management lies emotional intelligence (EQ), a skillset that enables leaders to navigate the emotional undercurrents of conflict. Goleman’s EQ model highlights four essential components: Self-awareness:  Recognizing your emotional triggers and biases. Self-regulation:  Managing your emotional reactions constructively. Empathy:  Understanding and valuing the emotions of others. Social skills:  Building rapport and navigating complex interpersonal dynamics. Practical Tool: The Emotional Pause Before addressing a conflict, take a deliberate pause to assess your emotional state. Use this moment to ask yourself: “What am I feeling, and why?” “What assumptions am I making about the other person’s intentions?” By creating this reflective space, you move from a reactive mindset to a proactive one, enabling you to lead with clarity and purpose. Creating Psychological Safety In her research on psychological safety, Amy C. Edmondson defines psychological safety as a team environment where individuals feel safe to express ideas, raise concerns, and admit mistakes without fear of humiliation or retribution. In such environments, conflict becomes a productive exchange of ideas rather than a destructive clash of egos. Psychological safety is essential for conflict resolution, as it creates an environment where individuals feel safe to express concerns, share ideas, and admit mistakes without fear of negative repercussions. By encouraging parties to articulate their priorities and fears, this approach helps leaders identify common ground and misaligned priorities, paving the way for collaborative problem-solving. Leaders who cultivate psychological safety not only resolve conflicts more effectively but also foster innovation and trust, ensuring their teams can navigate challenges with openness and resilience.  Practical Tool: The “What Matters” Framework When conflict arises, ask each party: “What matters most to you in this situation?” “What concerns do you have about the current approach?” Documenting these responses helps uncover shared values and misaligned priorities, paving the way for solutions that align with both individual and organizational goals. Leveraging the Crucial Conversations STATE Method The STATE method, from Crucial Conversations , provides a structured approach for addressing conflicts where stakes are high, opinions differ, and emotions run strong. The method begins with sharing objective facts to ground the discussion in observable truths, followed by telling your story to convey how those facts impact you personally. Leaders then ask for others’ perspectives, fostering a dialogue rather than a monologue. Talking tentatively ensures that statements are presented as hypotheses, not absolutes, reducing defensiveness and inviting collaboration. Finally, encouraging testing leads to mutually agreed-upon solutions. This approach not only resolves conflict but also strengthens relationships by emphasizing mutual respect and shared understanding. Practical Tool: The STATE Method In high-stakes situations, the STATE method offers a structured approach to managing conflict: Share Your Facts: Start with objective, observable truths to reduce defensiveness. Tell Your Story:  Explain how those facts impact you, connecting them to emotions or concerns. Ask for Others’ Paths:  Invite the other party to share their perspective. Talk Tentatively:  Present your views as hypotheses rather than certainties. Encourage Testing : Collaborate to find mutually agreeable solutions. Example Scenario: A senior executive feels sidelined by a colleague who bypasses their input on major decisions. Using STATE: Share facts:  “In the last two product launches, decisions were finalized without my involvement.” Tell your story:  “This makes me feel excluded and undermines my ability to contribute effectively.” Ask for their path: “Can you share what led to those decisions?” Talk tentatively:  “It seems there might be differing views on our roles in these projects.” Encourage testing:  “How can we align to ensure both of our contributions are maximized?” Transforming Task Conflict into Innovation Another tool for harnessing the power of conflict for positive growth is Adam Grant’s approach to task conflict. Grant asserts that when managed constructively, task conflict is a powerful driver of innovation. Unlike relationship conflict, which focuses on personal disagreements, task conflict revolves around differing ideas and strategies. Grant emphasizes that while relationship conflict erodes trust, task conflict—disagreements about ideas and strategies—can spark innovation when managed constructively. The “Debate-to-Create” technique provides a structured process for transforming disagreements into creative solutions. Leaders can divide teams into proponents and critics of a proposed idea, ensuring that each side rigorously defends or challenges the concept. Ground rules keep discussions professional and idea-focused, while a post-debate reflection highlights insights gained from the exchange.  emphasizes that while relationship conflict erodes trust, task conflict—disagreements about ideas and strategies—can spark innovation when managed constructively. By encouraging diverse viewpoints and fostering constructive dialogue, this tool helps organizations make better decisions while enhancing collaboration and innovation. Practical Tool: The “Debate-to-Create” Technique Assign Roles:  Divide teams into proponents and critics of a proposed idea. Establish Rules:  Ensure the debate remains respectful and focused on the idea, not individuals. Facilitate Reflection:  After the debate, ask participants: “What new insights emerged?” “How did the critique improve the idea?” Metrics for Measuring Conflict Management Success As leaders, measuring the success of conflict management strategies is critical to ensuring long-term organizational health and effectiveness. Key metrics include the reduction of recurring conflicts, improvements in employee engagement scores, and measurable innovation outcomes. Tracking the recurrence of the same issues helps identify whether conflicts are being resolved at their root or merely patched over. Employee engagement surveys provide valuable insights into trust, communication, and psychological safety within teams. Innovation outcomes, such as the implementation of ideas born from conflict-driven discussions, demonstrate the tangible benefits of effective conflict management. These metrics not only validate the efficacy of conflict resolution efforts but also provide actionable data for leaders to refine their approaches. By consistently measuring these indicators, executives can turn conflict management into a strategic advantage for their organizations. Conflict as Positive Productive Struggle Conflict is often seen as the enemy of progress—a disruption to harmony, a drain on resources, and a trigger for tension. Yet, when approached with the right mindset, it can become one of the most valuable forces in a leader’s arsenal. At its core, conflict is a signal: a sign of diverse perspectives, unmet needs, or misaligned priorities. For project managers, leaders, and administration, the challenge isn’t avoiding conflict but transforming it into a driver of innovation, alignment, and growth. The strategies discussed—drawing from the profound insights of Daniel Goleman, Amy C. Edmondson, and Adam Grant—invite leaders to reframe conflict not as a threat, but as an opportunity. Tools like the Emotional Pause and the “What Matters” Framework empower leaders to slow down and listen, uncovering the deeper motivations that drive behavior. The STATE method and “Debate-to-Create” technique transform high-stakes disagreements into collaborative problem-solving sessions, where creativity thrives, and trust deepens. When leaders create spaces of psychological safety and approach conflict with emotional intelligence, they send a powerful message: every voice matters, and every challenge can lead to progress. Measuring the success of these strategies isn’t just about numbers—it’s about the shifts in culture, the breakthroughs in collaboration, and the ideas that wouldn’t exist without tension. Conflict isn’t a problem to be solved; it’s a reality to be embraced. The true measure of leadership isn’t in how often conflicts arise but in how they are handled. Leaders who can turn discord into connection, and disagreements into shared purpose, hold the key to shaping the future of their organizations. The next time conflict arises, don’t avoid it. Step into it—with curiosity, clarity, and courage. That’s where real progress begins. At Solarity, we understand that conflict is not just an obstacle but an opportunity—an invitation to uncover deeper insights, build stronger teams, and drive lasting innovation. Our expertise lies in equipping leaders with the emotional intelligence, psychological safety practices, and strategic tools needed to navigate high-stakes conflicts with clarity and purpose. Through personalized, high-impact training experiences, we help leaders transform discord into collaboration and tension into progress. Whether it’s mastering frameworks like the STATE method, fostering environments of psychological safety, or unlocking the creative potential of task conflict, Solarity empowers your team to lead with empathy, resilience, and precision. Invest in your leaders today to create a culture where challenges spark growth and conflicts lead to breakthroughs. Together, we’ll redefine what’s possible.  Solarity, a HealthTech Solutions company, offers a range of classes tailored to help professionals excel in these critical areas. Our courses are designed to equip you with advanced techniques in PMP exam prep and best practices, stakeholder analysis, effective communication practices, and leadership principles that are essential for success in today’s complex project environments. Our expert-led classes provide practical, actionable insights and hands-on training that will empower you to build strong employee training programs, navigate continuous improvement for your workforce with confidence, and lead your projects to success. Why Choose Solarity? Expert Instructors: Learn from experienced professionals who bring real-world insights and cutting-edge knowledge to the classroom. Tailored Learning: Our courses are designed to meet the specific needs of project managers and leaders in the public and private sectors. Practical Focus: Gain practical skills that you can immediately apply to your projects to drive better outcomes. Flexible Options: We offer both in-person and online classes to fit your schedule and learning preferences. Join us at Solarity and take the next step in your professional development journey. Learn how to effectively engage stakeholders, communicate with clarity and impact, and lead with confidence. Visit our website at  Solarity: A HealthTech Solutions Company  to explore our course offerings and register for our upcoming classes today! References Caruso, D. R., & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership.  San Francisco, CA: Jossey-Bass. CPP Global. (2008). Workplace conflict and how businesses can harness it to thrive.  Retrieved from   https://www.cpp.com Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth.  Hoboken, NJ: Wiley. Edmondson, A., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1 (1), 23–43. https://doi.org/10.1146/annurev-orgpsych-031413-091305 Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ.  New York, NY: Bantam Books. Goleman, D. (2013). Focus: The hidden driver of excellence.  New York, NY: Harper. Grant, A. (2021). Think again: The power of knowing what you don’t know.  New York, NY: Viking. Harvard Business Review. (2016). The discipline of teams.  Retrieved from   https://hbr.org Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9 (2), 169–180. https://doi.org/10.1037/1089-2680.9.2.169 Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable.  San Francisco, CA: Jossey-Bass. Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011). Crucial conversations: Tools for talking when stakes are high.  New York, NY: McGraw-Hill Education. Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument.  Mountain View, CA: Xicom.

As leaders and decision-makers in project management, we occupy a rare and powerful position where our choices and actions shape not only the trajectories of our organizations but also those of the communities around us. In this season of giving, it is essential to think deeply about the role of corporate responsibility and the power we wield to effect positive change in society. In the past, giving was often considered an act detached from business, a "nice-to-have" that existed on the periphery of a company’s strategic goals. Today, however, giving back is not only a moral imperative but a critical component of leadership and organizational success. Studies consistently show that organizations embracing social responsibility reap tangible benefits in employee engagement, public trust, and overall organizational resilience (Deloitte, 2023). Let us consider how we, as stewards of industry and progress, can embed a culture of giving into our work, transforming seemingly small acts into actions with lasting impact. The goal is not only to elevate our own teams and companies but to create ripples that contribute to a more equitable and sustainable society. Here are specific strategies to integrate giving into project management, ensuring that every step we take is aligned with purpose and impact. Sponsoring Community Projects as Strategic Initiatives Sponsorship is often viewed as an arm's-length financial contribution, but in a project management context, we can redefine sponsorship to involve direct involvement in community-based initiatives. Instead of traditional team-building activities or offsite retreats, consider aligning with local community projects that serve a tangible need. For example, collaborating with local schools to provide students with essential supplies or creating mentorship programs for disadvantaged youth integrates project management skills with social impact. This approach not only strengthens internal team cohesion but also supports organizational values in a way that is visible to both employees and stakeholders. According to the Stanford Center on Philanthropy and Civil Society, organizations that embed social purpose in their strategic goals see a marked improvement in public trust and brand loyalty (Stanford, 2022). The benefit of such initiatives lies not only in the impact on the community but also in the opportunities they create for our employees to develop soft skills, such as empathy, adaptability, and collaborative problem-solving. Through real-world experiences beyond the office walls, our teams gain insights that cannot be taught in a traditional setting. Projects that help the community also help employees connect with each other on a deeper, more meaningful level, fostering an environment where relationships and shared goals thrive. When individuals unite around a shared purpose, they are more likely to feel valued and engaged in their work, a factor shown to enhance retention and productivity by over 50% (Harvard Business Review, 2021). Offering Pro Bono Project Management as a Resource for Nonprofits For project managers, offering professional skills pro bono can be one of the most impactful ways to give back. Nonprofits, small businesses, and community organizations often operate with limited budgets and resources, where expertise in project planning, budgeting, and scheduling can be transformative. By providing project management services to these groups, we enable them to achieve their goals more effectively and sustainably. Imagine the difference it could make if every team in a company committed to completing one pro bono project annually. This practice is not only altruistic but also reinforces core project management skills by challenging our teams to operate within constraints often far more rigorous than corporate environments. Moreover, the impact of pro bono work extends beyond the receiving organization. Studies by the Journal of Organizational Behavior indicate that employees involved in pro bono work report a higher sense of purpose and commitment to their companies (Grant, 2008). When employees see their skills being utilized for good, they are reminded of the broader purpose behind their work. The benefits compound: organizations gain a positive reputation within their communities, employees experience enhanced job satisfaction, and local nonprofits achieve their mission more efficiently. Establishing a ‘Pay-It-Forward’ Fund for Community Needs Many organizations have created large-scale philanthropy programs, but the power of a grassroots approach cannot be overlooked. Establishing a small, decentralized ‘Pay-It-Forward’ fund within individual teams or departments gives employees direct control over small contributions that can make a large impact. This could include supporting a teammate’s charity run, covering holiday meals for families in need, or providing school supplies to under-resourced classrooms. The immediate, tangible effects of such a fund foster a culture of empathy and communal responsibility. Employees feel empowered, knowing that they can be the catalyst for change in their own communities. A study by Gallup (2021) found that when employees have a sense of control over their company’s charitable efforts, their overall engagement increases by 22%. This engagement isn’t simply a byproduct of giving; it stems from the personal connection employees feel with their organization’s purpose. In addition, a 'Pay-It-Forward' fund shifts the focus from a corporate-level mandate to an employee-driven initiative, thereby promoting autonomy and responsibility within teams. The best part? These funds don’t require large contributions; rather, they are built on small, continuous acts that together create a significant, collective impact. Measuring Community Impact as Part of Project Success In project management, metrics are essential for evaluating success. But as we consider the role of corporate giving, we must expand our criteria to include community impact as a key performance indicator. For example, tracking the reduction of a project’s environmental footprint or monitoring the economic benefits provided to local vendors can be as meaningful as meeting budget or timeline goals. Incorporating these metrics into quarterly or annual reviews not only highlights the organization’s commitment to sustainable practices but also sets a precedent for future projects. This approach can be particularly powerful when organizations make their findings public. Transparency in reporting community impact not only builds public trust but also positions the organization as a leader in corporate responsibility. According to a recent survey by the Global Reporting Initiative, 73% of consumers are more likely to support companies that report on social and environmental initiatives (GRI, 2023). By elevating community impact as a measure of success, we create a culture where every project is seen as a potential tool for positive change. Empowering Employees with Volunteer Flexibility As leaders, empowering employees to give back in ways that align with their values is perhaps one of the most impactful ways we can support our communities. Offering flexible hours or designated volunteer days allows employees to dedicate time to causes they are passionate about without sacrificing their professional responsibilities. This flexibility not only demonstrates an organization’s commitment to its employees’ well-being but also reinforces a culture of empathy and social responsibility. The Journal of Business Ethics (2021) found that organizations with robust volunteer programs experience a 35% reduction in turnover and report significantly higher levels of employee satisfaction. Additionally, when employees are supported in their volunteering efforts, they develop new skills and perspectives that benefit their roles and the company. Imagine the positive ripple effect when teams return from volunteer work inspired, more cohesive, and equipped with insights into challenges beyond the corporate environment. Creating a Legacy of Impact Incorporating giving into the fabric of our organizations is not merely about fulfilling a corporate social responsibility quota. It is about aligning our actions with the values we hold as people and as leaders. The holiday season offers a poignant reminder of the power of giving, but as professionals in project management and business, we have the capacity to make this a permanent part of our organizational ethos. When we integrate these practices into our daily operations, we set a standard of leadership that values not only profit but also the well-being of society. The stories we leave behind—the impacts of every small act of kindness, every effort to uplift and support those around us—are the true measures of our legacy. Let us use this season as the beginning of a journey toward a new kind of success, one where our impact is measured not solely by financial gain but by the lives we touch and the communities we build. By embracing a model of sustainable giving, we not only enhance our own organizations but contribute to a future that values shared prosperity, compassion, and resilience. References Deloitte. “2023 Impact Survey: Employee Engagement in Corporate Social Responsibility.” Deloitte, 2023. Accessed from  https://www.deloitte.com . Grant, Adam M. "The Significance of Meaning in Work: A Meta-Analysis of Employee Engagement and Corporate Altruism."  Journal of Organizational Behavior , vol. 29, no. 4, 2008, pp. 37-50. Harvard Business Review. "The Business Case for Purpose-Driven Leadership."  Harvard Business Review , 2021. Accessed from  https://hbr.org . Global Reporting Initiative (GRI). "Corporate Responsibility Trends: The Rise of Impact Reporting." GRI, 2023. Accessed from  https://www.globalreporting.org . Gallup. "The Connection Between Employee Engagement and Corporate Giving."  Gallup Workplace Survey , 2021. Accessed from  https://www.gallup.com . Journal of Business Ethics. "Corporate Volunteering and Employee Satisfaction: A Meta-Analysis."  Journal of Business Ethics , vol. 173, 2021, pp. 33-47. Stanford Center on Philanthropy and Civil Society. "Aligning Corporate Purpose with Philanthropic Goals for Greater Community Impact."  Stanford Social Innovation Review , 2022. Accessed from  https://ssir.org .

Artificial intelligence (AI) has moved beyond theoretical applications and is now reshaping industries, including project management. However, while AI is widely recognized for its potential, many project management professionals are still underutilizing its more advanced capabilities. Leveraging AI’s transformative potential within project management by focusing on specific, expert-level insights for incorporating AI in innovative and strategic ways is essential to stay ahead of the professional curve. By examining how AI enhances decision-making, cognitive load management, and risk mitigation, project managers can realize AI is more than an automation tool—it is a strategic asset for project success. AI’s Expanding Role in Project Management The application of AI in project management often begins with task automation, predictive analytics, and resource allocation. Popular platforms such as Asana, Monday.com , and Microsoft Project incorporate AI to streamline routine project tasks like scheduling and task tracking. While these functionalities improve efficiency, they represent only a fraction of what AI can contribute. The true value of AI lies in its ability to assist with more complex, strategic functions in project management, such as data-driven decision-making, dynamic resource optimization, and proactive risk management. Recent advancements in machine learning (ML) and natural language processing (NLP) have unlocked new opportunities for project managers to use AI in ways that fundamentally reshape the management process. These AI systems can process large datasets in real time, provide unbiased recommendations, and identify patterns that would otherwise go unnoticed. As the following sections will demonstrate, the deeper integration of AI can shift project management from a reactive process to a more predictive and adaptive discipline. AI in Strategic Decision-Making One of AI’s most significant contributions to project management is in strategic decision-making. AI’s ability to analyze vast datasets quickly and efficiently allows it to identify trends and correlations that human analysis might overlook. Machine learning models trained on project data can identify key factors that influence project success, such as resource utilization, task dependencies, and market conditions. Moreover, AI can mitigate cognitive biases that often influence project managers’ decision-making processes. Optimism bias and confirmation bias, for instance, are common in project planning and execution. Studies from Stanford University have shown that AI-driven models can reduce these biases by providing objective, data-driven insights . This feature ensures that project decisions are based on comprehensive data analysis rather than subjective judgment. By leveraging AI for decision-making, project managers can also more effectively prioritize tasks, allocate resources, and anticipate challenges. AI models not only identify potential project delays but can also recommend specific actions to prevent them, leading to more informed and strategic decision-making across all phases of the project lifecycle. Adaptive Project Management Systems AI’s dynamic capabilities are further evident in adaptive project management systems. These AI-enhanced tools continuously monitor and adjust project plans in response to real-time data inputs. For example, adaptive AI systems can track variables such as team performance, resource availability, and shifting project requirements, updating timelines and resource allocations as needed to optimize project outcomes. This adaptability is particularly valuable in industries characterized by frequent changes, such as software development or construction. In these environments, project scopes often evolve due to external factors, requiring rapid adjustments to project plans. AI can facilitate this process by identifying trends and anomalies early, enabling project managers to stay agile and responsive. Recent developments in AI-powered project management platforms, such as Wrike and Clarizen One, offer predictive analytics and adaptive scheduling capabilities that keep projects aligned with organizational goals, even as conditions change. These platforms exemplify how AI can be integrated not just as a tool for automation but as an essential component of a responsive and agile project management framework. Cognitive Load Management and AI Project managers often face cognitive overload due to the complexity and volume of tasks they oversee. AI can alleviate this burden by automating routine decisions and managing low-complexity tasks. AI systems equipped with reinforcement learning capabilities can even learn from project managers’ past decisions, allowing them to take over repetitive decision-making processes. For example, AI can handle administrative tasks such as scheduling, resource assignments, and reporting. More advanced systems, such as intelligent personal assistants, can autonomously allocate tasks based on project priorities, freeing up project managers to focus on higher-level strategic planning and team leadership.  By reducing the cognitive load, AI enhances overall project efficiency and allows human managers to concentrate on tasks that require creativity and emotional intelligence. Furthermore, AI-driven tools like cognitive workload management systems can monitor team communications to identify potential signs of burnout or disengagement. By analyzing team sentiment through NLP algorithms, these systems provide early warnings, allowing for timely interventions before productivity declines or conflicts arise. Proactive Risk Management with AI AI’s predictive capabilities make it a powerful tool for proactive risk management. Traditional risk management often relies on historical data and periodic assessments. In contrast, AI continuously monitors real-time data, identifying potential risks before they fully materialize. This proactive approach enables project managers to implement mitigation strategies well in advance, reducing the likelihood of costly delays or resource shortages. In sectors such as construction, where risk management is critical, AI has already demonstrated significant value. A study published by the MIT Sloan Management Review revealed that AI-driven risk prediction models reduced project overruns by 30% across major construction projects. These AI systems use data from a variety of sources—market trends, supplier information, and team performance metrics—to provide a comprehensive risk analysis, helping project managers anticipate and mitigate potential issues. AI can also prioritize risks based on their potential impact, allowing project managers to allocate resources more effectively. Tools like RiskLens leverage AI to quantify risks and provide actionable insights, ensuring that risk management is both data-driven and strategically aligned with project goals. Implementing AI in Project Management: Practical Steps To integrate AI effectively into project management workflows, it is important to adopt a strategic and phased approach. The following are recommended steps for incorporating AI into project management processes: Evaluate Existing Tools for AI Capabilities:  Many project management tools already have AI functionalities. Begin by auditing current platforms for AI features that can be activated or customized. These may include automated task management, predictive scheduling, and resource optimization. Even the Project Management Institute has integrated an AI interface into their membership.  Adopt Specialized AI-Driven Tools:  For more advanced capabilities, consider investing in AI-driven project management platforms that offer predictive analytics, real-time risk assessment, and adaptive scheduling. Tools like Planview and ClickUp provide AI-enhanced features designed to improve project efficiency and outcomes. Integrate AI into Risk Management: Proactive risk management tools such as RiskLens can provide real-time risk analysis and quantification. These systems continuously monitor both internal project data and external factors to provide early warnings of potential risks. Train Teams in AI Integration: AI is most effective when project teams understand its potential and limitations. Implement training programs to ensure that teams can interpret AI-generated insights and use them to make informed decisions. This will help bridge the gap between AI recommendations and practical application. Implement AI for Stakeholder Communication:  Natural language processing (NLP) models can simplify stakeholder communication by automatically generating progress reports and summarizing complex project data in plain language. Platforms like ChatGPT can be integrated into project management workflows to streamline these processes. Develop Adaptive AI-Enhanced Frameworks: For projects with evolving scopes or unpredictable variables, adaptive AI project management systems provide a responsive approach. These systems adjust project plans dynamically, ensuring that teams remain aligned with changing objectives. Artificial intelligence represents a transformative force in project management, offering capabilities that go far beyond task automation. By integrating AI into strategic decision-making, risk management, and adaptive project systems, project managers can drive more efficient and effective project outcomes. As AI technology continues to evolve, its potential for enhancing project management will only increase. Organizations that invest in AI-driven project management tools and strategies today will be better positioned to navigate the complexities of tomorrow’s business environment. AI should be viewed as a strategic partner in project success, enabling managers to focus on leadership, innovation, and the human aspects of team management. At Solarity, we understand that reflective practice and commitment to the “people work” of project management can be challenging. Our team of experts is here to help you navigate living as an authentic, effective leader in a way that leverages the best practices of project management. Not only can we help project managers leverage AI to enhance their strategic decision-making, resource optimization, and risk management capabilities, but we can also provide training and development experiences that deepen their understanding of AI's impact on project workflows. This fosters self-awareness, emotional intelligence, and leadership agility, empowering teams to grow in both technical proficiency and adaptive leadership skills. Invest in your leaders and improve project outcomes with our personalized, high-impact training solutions.  Solarity, a HealthTech Solutions company, offers a range of classes tailored to help professionals excel in these critical areas. Our courses are designed to equip you with advanced techniques in PMP exam prep and best practices, stakeholder analysis, effective communication practices, and leadership principles that are essential for success in today’s complex project environments. Our expert-led classes provide practical, actionable insights and hands-on training that will empower you to build strong employee training programs, navigate continuous improvement for your workforce with confidence, and lead your projects to success. Why Choose Solarity? Expert Instructors:  Learn from experienced professionals who bring real-world insights and cutting-edge knowledge to the classroom. Tailored Learning:  Our courses are designed to meet the specific needs of project managers and leaders in the public and private sectors. Practical Focus:  Gain practical skills that you can immediately apply to your projects to drive better outcomes. Flexible Options:  We offer both in-person and online classes to fit your schedule and learning preferences. Join us at Solarity and take the next step in your professional development journey. Learn how to effectively engage stakeholders, communicate with clarity and impact, and lead with confidence. Visit our website at  Solarity: A HealthTech Solutions Company  to explore our course offerings and register for our upcoming classes today! References Stanford University. "AI and Cognitive Bias in Decision-Making." Stanford AI Review, 2023. Sloan Management Review. "AI in Construction Project Management: Reducing Risk." MIT Sloan Management Review, 2024.

By: Kellie McDermott Organizations operate very differently than they once did. Making the understanding and assessment of your project’s external business environment even more important to project success. Project managers and project teams need to operate with an appropriate level of awareness of what is happening outside of the project in order to be able to handle potential impacts. To understand the business environment better, project managers and project teams can use prompts. These frameworks can be used to guide the understanding of external factors that may impact the project. Common prompts include: PESTLE (political, economic, social, technical, legal, environmental); TECOP (technical, environmental, commercial, operational, political); and VUCA (volatility, uncertainty, complexity, ambiguity). This article will concentrate on how you can use VUCA to develop resiliency, navigate change, and bring your project to a successful end despite uncertainty.  What is VUCA? VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes how rapidly business, technology, and other advancements are changing and growing making our future state unpredictable and the nature and pace of those changes. Volatility  Volatility refers to an environment undergoing change and disruption. In a volatile environment, change is unpredictable and often occurs suddenly. The extent and timespan of change is hard to anticipate. This complicates your organization’s ability to keep up with trends and anticipate future needs. The COVID-19 pandemic is a great example of volatility. Within a short period of time, many organizations had to switch from fully in-person to fully remote while maintaining operations and without knowing when the situation would ease or what further changes awaited. Uncertainty  Uncertainty refers to the lack of predictability during times of change. Planning becomes more difficult when conditions cannot be fully understood. Failure to deal with uncertainty can create organizational “Analysis Paralysis” as decision-makers second guess themselves. Marketplace disruptions are a good example of uncertainty. When a competitor releases a new product or service, organizations might struggle to understand whether the new entrant is a real threat in the near- or long-term or if it is just a fad. This uncertainty could cause organizations to delay its response. Complexity  Complexity refers to many dependent factors, each of which could be in different stages of change or importance. You must ensure you and your organization understand the complex environment you are operating in to plan and operate in a coherent and focused manner.  Inflation is a great example of complexity. Inflation can have multiple complex causes that differ based on your industry or products. Responding to inflation is more difficult when assessing a mass of interconnected factors that may or may not affect your project or organization. Ambiguity  Ambiguity refers to a lack of clarity about what is happening. Ambiguity is common when organizations try to assess market conditions and what their competitors will do next. Also, not all relevant knowledge is readily available or accessible to project managers, and they might be unaware of crucial information or other factors that affect the project or business environment. Why VUCA? Understanding the principles of VUCA helps you as a project manager and your organization realize what you know and can control, and, maybe more importantly, what is not within your control. When you and your project team understand a VUCA environment, you can focus on crafting strong responses rather than getting caught up in confusion and uncertainty. Organizations can also use the VUCA framework for scenario planning to identify areas of concern or improvement, then brainstorming ways to prevent, mitigate, or adapt to those scenarios.  Resilient and agile organizations adapt to change and maintain strong performance even when nothing seems certain. These traits can definitely be learned. As you and your organization look to increase resiliency and adaptability, consider the following ways VUCA can help increase your skills. Assess Organizational Risks of Volatility  To build resiliency against volatility, have you and your project team need to create a robust risk management plan to navigate unexpected and changing circumstances. Four questions that should be asked when developing your risk management plan include: What is causing volatility? How can it be solved? Who will be affected? Why are we addressing this? For example, supply chain disruptions affected many organizations in 2021 and still today. These organizations struggled to obtain raw materials, parts, and other crucial resources to complete their projects. If a project team is looking to build resilience against such volatility, a variety of subject matter experts should be brought together to share their valuable perspectives. Some might emphasize the complex numbers and facts, such as the amount of stock on hand and the extra costs of seeking alternative suppliers. Some may help create a coherent plan that assigns clear responsibilities to each involved role and department. Some may consider how this volatility affects your suppliers, customers, and employees. And some may think out-of-the-box and suggest new solutions to the supply chain issues. Create Contingency Plans for Uncertainty One of the challenges of uncertainty is that many people become afraid to act if clear solutions are not available and every option carries at least some level of risk with it. Project teams that have clear project visions, transparent plans, and clarity on processes tend to build resilience against uncertainty easier. These teams collaborate to proactively create solutions to all possible scenarios. These contingency plans (think back to your risk management) help project teams react with a purpose to unforeseen events. Break Down Complexity Complexity is not just about changing a mindset. The key to making complexity more manageable is to break down complex problems into smaller, achievable tasks. Work with your project team to identify the core components of complexity within the project environment, analyze them, and break them into smaller, more manageable parts. Then, with these smaller components in hand, form a plan for each component, including setting a timeline and assigning tasks to individuals or teams. The team should communicate, collaborate, and monitor the plan to ensure processes stay organized, progress is measured, and stakeholders know what is happening. As the team works on the various components of the plan, you might discover synergies you otherwise would have missed. Create Decision Frameworks to Overcome Ambiguity Your team can build resilience against ambiguity by creating frameworks, processes, or structures that help people make decisions in the face of unknowns. Some questions you and your project team  could ask include: What does the data say about our current state? How will we measure success? What is the plan of action? What processes and guidelines should we use? Does everyone have a clear role? Who is affected by this plan? Why are we doing this? Have we explored ‌all the feasible options? Ambiguity can create more freedom to explore and experiment. Ensure that experimentation is followed by measurement, analysis, and reflection. Upskill Project Team Members Operating in a VUCA environment requires different skills and abilities. For example, if the organization is adding artificial intelligence and machine learning to its processes, that can cause significant volatility and uncertainty for staff worried about their futures. Leadership can prevent ambiguity by being clear and forthright about what these technologies mean for the organization. Let Solarity Help The world changes quickly, and organizations with the capacity for agility will gain an advantage. “You don’t have to be a CEO to redefine leadership,” says Herrmann Chair Chief Thought Leader, Ann-Herrmann Nehdi. “You just need to understand how you can better flex your thinking. Look at the competencies that are most challenging for you today and start working on developing those before you get caught off guard.” How you, your project team, and your organization use VUCA will be unique, but in reality, we all must get comfortable with volatile, uncertain, complex, and ambiguous situations. Help your team embrace this new reality through building resilience and agility. We offer a variety of courses to help you and your team build resilience and agility. Keep in mind that we can customize any of our courses to meet your unique needs. Check out our offerings: Agile Project Management Introduction to Agile DASM Reference Herrmann International. “VUCA World: Building Resilience.” 2023.

By: Kellie McDermott, M.S., PMP, DASSM  In the rapidly evolving landscape of technology, Artificial Intelligence (AI) stands out as a transformative force, especially in the field of project management. As we dive into the implications of AI for project managers, it’s clear this technology is not just a futuristic concept but a present reality shaping the dynamics of project delivery.  AI technologies, particularly generative AI (think ChatGPT), are reshaping how project managers approach their roles. There are several key areas where AI is making an impact:  Automation of Routine Tasks: AI is increasingly taking over repetitive tasks such as data collection, status reporting, and project tracking. This shift allows project managers to focus more on strategic aspects rather than administrative work, thereby increasing productivity and reducing burnout.  Enhanced Decision Making: With tools capable of predictive analytics and real-time data processing, AI aids project managers in making more informed decisions. This is crucial in managing risks and capitalizing on opportunities promptly.  Improved Project Delivery: According to recent statistics, 41% of experts have noted significant enhancements in project delivery since adopting AI-based tools.1 This improvement is largely due to AI’s ability to streamline processes and offer insightful analytics, which ensure projects are aligned with their goals efficiently.  Despite the growing integration of AI in project management, the transition is met with mixed emotions among professionals. While 72% of project managers recognize that AI is likely to change their roles, many also see it as a catalyst for professional growth rather than a threat.1 Educational initiatives and on-the-job training are identified as essential steps to equip project managers with the necessary AI skills.  The journey towards full AI adoption is not without challenges. Key barriers include limited funding, resistance to change, and a lack of understanding of AI technologies. Ethical concerns and the need for a strategic approach to AI implementation also play significant roles in how swiftly organizations can integrate AI into their project management practices.  Looking ahead, AI’s role in project management is poised to grow. With an anticipated increase in AI investments by 32%, project managers are encouraged to stay updated with AI advancements and actively seek training.1 Emphasizing the importance of clean data and strategic planning, AI is expected to bring more significant benefits to complex and large-scale projects.  AI is transforming project management into a more efficient and insightful practice, empowering project managers to achieve better outcomes while facing fewer mundane tasks. As AI continues to evolve, its integration into project management not only promises enhanced project delivery but also invites a rethinking of the project manager’s role in the digital age.  If you are looking for training over AI technologies, contact us today!

By: Kellie McDermott, MS, PMP, DASSM  In today’s fast-paced work environment, stress is a prevalent issue affecting employee well-being and productivity. However, effective project management can play a crucial role in mitigating workplace stress, enhancing team performance, and promoting mental health.  Smart organizations are increasingly recognizing the importance of proactive mental health strategies. According to a recent Harvard Business Review Analytic Services survey highlighted in the “Calm Business HBR Workplace Stress” infographic, implementing mindful management practices significantly reduces workplace stress and improves mental well-being.   Training project managers in mindfulness and emotional regulation is a core strategy. Statistics show that 60% of managers reduce stress through mindfulness training, creating a supportive and less stressful environment for their teams. This approach not only reduces tension but also fosters a culture of empathy and understanding within the team.  Encouraging employees to take regular mental health breaks during the workday is another effective tactic. Even short 10- to 15-minute pauses can help individuals reset and return to their tasks with renewed focus and decreased stress levels. These breaks are essential for sustaining concentration and preventing burnout over the long term.  Providing employees with easy-to-access digital tools that support mental health is crucial. These tools can offer preventive solutions that address stress and burnout before they escalate into more serious health issues. By integrating these tools into the daily workflow, organizations enable employees to maintain their mental wellness proactively. Explore these options and find ones that suit your needs best:  Insight Timer : This app offers thousands of free guided meditations, music tracks, and talks led by mindfulness experts. It also includes features like meditation timers and progress trackers.  Smiling Mind : A mindfulness app that provides free programs tailored for different age groups and life stages. It includes guided meditation practices and mindfulness exercises designed to improve mental well-being.  Headspace (Basics): While Headspace is a subscription-based service, it offers a free Basics course that introduces users to meditation and mindfulness techniques. This can be a great starting point for beginners.  Calm (Free Content): Calm provides a selection of free meditation sessions, sleep stories, and breathing exercises. The app also offers a “Calm Calendar” with daily mindfulness activities.  Mindfulness Coach : Developed by the U.S. Department of Veterans Affairs, this app offers free mindfulness exercises, educational resources, and tools to help users develop and maintain a mindfulness practice.  The benefits of these stress reduction strategies are significant. Organizations that have adopted such approaches report improved employee engagement (36%), higher work quality (25%), and reduced burnout (33%) and turnover rates (28%). These outcomes not only benefit the individual employees but also enhance the overall productivity and effectiveness of the organization.  Effective project management that incorporates strategies for stress reduction is vital in today’s business environment. By training managers in mindfulness, scheduling regular mental health breaks, and providing digital tools for stress management, organizations can create healthier workplaces. These practices not only improve the well-being of employees but also boost organizational performance, proving that caring for mental health is both a moral and a business imperative. Be sure to check out our Free 5 minute Mindfulness at Work mini lesson

By: Melissa Sykes, Ph.D. Stakeholder engagement is a critical lever for ensuring project success, not just a box to tick on a project management checklist. It serves as a superpower for public sector projects, which are often federally and state-funded. Managing stakeholder engagement and influence is vital for achieving strategic goals and complying with legislative mandates. Yet, many project managers fail to fully leverage stakeholder engagement, missing opportunities that can transform project outcomes. The often-overlooked aspects of stakeholder engagement—advanced stakeholder analysis techniques, trends, and the role of leadership in motivating and harnessing stakeholder support—are frequently neglected but are key to project success in the public sector. Public sector projects, from infrastructure development to healthcare reform, involve a diverse array of stakeholders, including government agencies, elected officials, community groups, and the general public.    Effective stakeholder engagement aligns project objectives with stakeholder expectations, mitigates risks, and ensures project success (Project Management Institute, 2021). Beyond the technical aspects, successful engagement requires a nuanced understanding of stakeholder dynamics and a strategic approach to leadership. Stakeholders have the power to significantly influence project outcomes; project managers need to have the savvy and skills to lead the “people work” to strategic success. When effectively engaged, stakeholders can provide critical insights, resources, and support that drive project success. Conversely, neglected stakeholders can become sources of resistance and conflict. Leveraging stakeholder support involves more than just communication; it requires building trust, fostering collaboration, and aligning stakeholder interests with project goals (Bourne, 2016).   There is often insufficient understanding of stakeholder trends and patterns, which are crucial for anticipating stakeholder needs and proactively managing relationships (Turner, 2016). Embracing technology for both outreach and communication is key to leveraging stakeholder engagement. In a world where opinions posted online can gain traction to derail projects and villainize movements, social media offers valuable opportunities for engaging stakeholders and building community support. It provides a platform for sharing updates, soliciting feedback, and engaging in real-time dialogue with stakeholders (Kaplan & Haenlein, 2022). It also allows project managers to conduct stakeholder research to understand needs, wants, and realities in a way that they may not be experiencing firsthand. Tools like project management software and online forums facilitate stakeholder engagement by providing platforms for communication, collaboration, and information sharing. These tools enhance transparency and streamline interactions (Greenberg & Jonas, 2021). Leveraging data analytics provides insights into stakeholder behaviors and preferences. Analyzing stakeholder data helps identify trends, measure engagement effectiveness, and make data-driven decisions to improve strategies (Taylor, 2020).   Despite its importance, stakeholder engagement is often underutilized in public sector projects. Several gaps in current practices need to be addressed to maximize project success. One significant gap is the lack of effective stakeholder analysis. Many project managers struggle to accurately identify and categorize stakeholders based on their influence and interest. This work requires conscious effort and time to not only research and learn about stakeholders at a deeper level but also demands reflective practice to recognize and identify personal bias when analyzing stakeholder realities. Advanced stakeholder analysis techniques are essential for identifying, assessing, and prioritizing stakeholders effectively. Three strategies that can encourage stakeholder success and proactively mitigate issues are the Power/Interest Grid, the Stakeholder Salience Model, and Social Network Analysis: Power/Interest Grid : This tool helps categorize stakeholders based on their level of influence and interest. By mapping stakeholders onto a grid, project managers can prioritize engagement efforts and tailor communication strategies to each stakeholder’s needs (Olander & Landin, 2019). Stakeholder Salience Model : This model evaluates stakeholders based on power, legitimacy, and urgency to determine their importance. It helps project managers identify which stakeholders require immediate attention and which can be engaged at a later stage (Mitchell, Agle, & Wood, 2020). Social Network Analysis : This technique examines the relationships and interactions among stakeholders, helping project managers identify key influencers and potential collaboration areas. It provides a deeper understanding of stakeholder dynamics and supports the development of targeted engagement strategies (Yang, Shen, & Ho, 2021).   Examining case studies of public sector projects where less frequently utilized practices led to significant outcomes can illustrate how to apply stakeholder analysis for success.   Case Study 1 In a federally funded urban development project aimed at revitalizing a neglected neighborhood, the project team initially focused on engaging local government officials and business leaders. Meanwhile, community members were neglected and silenced. This critical oversight led to significant opposition from residents, resulting in project delays and increased costs. The team then conducted a comprehensive stakeholder analysis using the Power/Interest Grid. They identified key community leaders and involved them in planning workshops, which fostered community support and provided valuable insights that shaped the project. This approach reduced opposition and improved project acceptance. Why This Technique? The Power/Interest Grid was underutilized initially due to the team’s focus on traditional power structures. This tool enabled them to recognize and prioritize community stakeholders whose influence was crucial for project success. Application of Leadership Theory: The project manager employed transformational leadership principles, inspiring community stakeholders with a shared vision of revitalization and leveraging their emotional investment to drive project acceptance and support (Bass, 1985).   Case Study 2 A state-funded healthcare reform project aimed at improving mental health services faced challenges due to misalignment with stakeholder needs. The project team had primarily engaged healthcare providers and policymakers, overlooking patient groups and advocacy organizations that would be implementing the improved services with patients. The team conducted a Stakeholder Salience Model analysis to assess stakeholders based on power, legitimacy, and urgency. They identified key patient groups and advocacy organizations and engaged them in the planning process. This led to a more inclusive reform strategy, improving patient outcomes and stakeholder satisfaction. Why This Technique? The Stakeholder Salience Model provided a structured approach to identifying and prioritizing overlooked stakeholders. This model is often underutilized because it requires an in-depth understanding of stakeholder attributes, which can be time-consuming but highly effective. Application of Leadership Theory: The project manager used servant leadership principles, focusing on the needs of patient groups and advocacy organizations. By prioritizing their well-being and involving them in decision-making, the manager fostered a sense of ownership and support for the project (Greenleaf, 1977).   Though effective stakeholder engagement and analysis are essential and can generate positive momentum toward strategic goals, stakeholder management must move beyond analysis; it requires strong leadership to inspire and motivate stakeholders. Engaging stakeholders emotionally is crucial for building strong relationships and driving project success. Leaders who can harness the emotional aspects of stakeholder engagement—such as trust, loyalty, and commitment—can create a more supportive project environment. They are able to harness the collective power of the people and the outcomes of the work to achieve deep impact and success. This level of leadership involves actively listening to stakeholder concerns, addressing their needs, and fostering a sense of inclusion and value (Goleman, Boyatzis, & McKee, 2013).    Leadership theories such as transformational and servant leadership emphasize the importance of inspiring stakeholders and aligning their goals with the project vision. Transformational leaders motivate stakeholders by articulating a compelling vision and demonstrating commitment to shared goals (Northouse, 2019). Servant leaders, on the other hand, prioritize the needs of stakeholders, building trust and fostering a collaborative environment (Greenleaf, 1977). Building trust and credibility is the foundation of leadership—people don’t want to follow or work alongside individuals who they don’t feel are authentic or right for the job. Leaders should provide regular updates, share project successes and challenges, and solicit feedback to demonstrate transparency and accountability (Lee, 2020). Understanding stakeholders’ individual concerns and motivations is key to developing customized engagement plans (Smith, 2019). A project manager’s ability to articulate a clear and compelling vision is crucial for aligning stakeholder goals with project objectives. Communicating the project’s broader impact and benefits can inspire stakeholders to commit to and support the project.    By prioritizing stakeholder engagement and continuously refining practices, project managers can ensure the success of project outcomes and contribute to the achievement of strategic goals in the public sector. Effective stakeholder engagement is key to delivering projects on time, within budget, and with a satisfied client. By building strong relationships with stakeholders and harnessing their support, we can navigate challenges more effectively and ensure successful project outcomes (Cameron, Sankaran, & Scales, 2020). Practitioners in the public sector must address gaps in current practices and adopt a leadership-focused approach. Through advanced stakeholder analysis, trend identification, and strong leadership, robust stakeholder relationships can be built to foster collaboration and achieve project goals. ______________________________________________________________________   Are you looking to elevate your stakeholder engagement, improve your communication strategies, and develop robust leadership skills? Solarity, a HealthTech Solutions company, offers a range of classes tailored to help professionals excel in these critical areas. Our courses are designed to equip you with advanced techniques in stakeholder analysis, effective communication practices, and leadership principles that are essential for success in today’s complex project environments. At Solarity, we believe that mastering these skills is key to driving project success and achieving strategic goals. Our expert-led classes provide practical, actionable insights and hands-on training that will empower you to build strong stakeholder relationships, navigate challenges with confidence, and lead your projects to success. Why Choose Solarity? Expert Instructors: Learn from experienced professionals who bring real-world insights and cutting-edge knowledge to the classroom. Tailored Learning: Our courses are designed to meet the specific needs of project managers and leaders in the public and private sectors. Practical Focus: Gain practical skills that you can immediately apply to your projects to drive better outcomes. Flexible Options: We offer both in-person and online classes to fit your schedule and learning preferences. Join us at Solarity and take the next step in your professional development journey. Learn how to effectively engage stakeholders, communicate with clarity and impact, and lead with confidence. Visit our website at Solarity: A HealthTech Solutions Company to explore our course offerings and register for our upcoming classes today! ______________________________________________________________________ References Bass, B. M. (1985). Leadership and performance beyond expectations . New York: Free Press. Bourne, L. (2016). Targeted communication: The key to effective stakeholder engagement. International Journal of Project Management, 34 (2), 176-193. https://doi.org/10.1016/j.ijproman.2015.10.004 Cameron, R., Sankaran, S., & Scales, J. (2020). Using scenario planning for effective stakeholder engagement in project management. Project Management Journal, 51 (4), 435-447. https://doi.org/10.1177/8756972820935056 Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence . Boston: Harvard Business Review Press. Greenberg, P., & Jonas, E. (2021). Leveraging digital tools for stakeholder engagement in large-scale projects. Project Management Today, 45 (6), 22-28. https://doi.org/10.1016/j.promantoday.2021.06.003 Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness . New York: Paulist Press. Johnson, R. (2018). Consistent communication: Building trust with stakeholders. Public Administration Review, 78 (3), 362-374. https://doi.org/10.1111/puar.12936 Kaplan, A. M., & Haenlein, M. (2022). Social media strategies for public sector projects. Journal of Public Sector Management, 35 (4), 245-256. https://doi.org/10.1080/14616696.2022.1213587 Lee, C. (2020). Transparent communication in project management: Best practices and case studies. Journal of Project Management, 38 (4), 221-232. https://doi.org/10.1080/14616696.2020.1198417 Mitchell, R. K., Agle, B. R., & Wood, D. J. (2020). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 45 (2), 167-188. https://doi.org/10.5465/amr.2020.286935 Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28 (5), 437-448. https://doi.org/10.1016/j.ijproman.2009.09.003 Olander, S., & Landin, A. (2019). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 28 (6), 573-581. https://doi.org/10.1016/j.ijproman.2018.05.003 Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK® Guide)–Seventh Edition . PMI. Smith, A. (2019). Personalized stakeholder engagement: Tailoring communication for better outcomes. Project Management Quarterly, 32 (3), 145-156. https://doi.org/10.1080/14616696.2019.1224678 Taylor, F. (2020). The role of data analytics in enhancing stakeholder engagement. Journal of Information Systems and Technology Management, 17 (2), 89-101. https://doi.org/10.4301/S1807-17752020000200001 Turner, R. (2016). Advanced stakeholder analysis for complex projects. International Journal of Project Management, 34 (5), 1035-1048. https://doi.org/10.1016/j.ijproman.2015.11.007 Yang, R., Shen, G. Q., & Ho, M. (2021). Social network analysis for stakeholder management in project contexts. International Journal of Project Management, 39 (3), 211-225. https://doi.org/10.1016/j.ijproman.2020.11.001

By: Kellie McDermott Psychological safety, coined by Harvard Business School professor Amy Edmondson in 1999, is the absence of interpersonal fear. It allows individuals to perform their best across various life domains, including home, school, and work. Feeling psychologically safe means being able to take interpersonal risks, speak up, disagree openly, and surface concerns without fearing negative repercussions. It nurtures an environment where creative ideas can be shared without fear of judgment, fostering innovation, and creating a stronger, more inclusive community. Understanding and prioritizing psychological safety remains a challenge for many project leaders, often due to its intangible nature. Yet, its impact on employee well-being and organizational success cannot be overstated. In this article, we delve into the intricacies of psychological safety, its stages of development, and practical strategies for project managers to cultivate it within their projects. Creating a Safe Haven 1 - Inclusion Acknowledging our fundamental need for connection, this stage encourages individuals to be their authentic selves, fostering a sense of belonging not just within the team but also within the organization. 2 - Learner As curiosity peaks, employees deepen their understanding, soliciting feedback, questioning, and embracing learning from mistakes. Tip #3 - Make it personal Feel free to include personal details and examples. The more relatable you or your website is, the more you connect with your readers. Tip #4 - Mix it up Try different blog formats each time. One month, post a day in the life, then try a How-To or a Q&A. There are many templates to help you get started. Tip #5 - Finish strong Your final tip will lead into your post’s conclusion. For example, “Lastly, knowing just a little bit about SEO can go a long way in helping your blog succeed. You can learn more about SEO in our guide.” Then be sure to add a link to your guide here. Don’t Forget to Add a Closing Statement Keep it short. Restate your main point and tell your readers what you want them to do next. Don’t be shy. Just tell them: Buy Now, Click Here, Read This , and link to it. You can also invite them to leave a comment below your post.

By: Rachel Johnson and Kellie McDermott Project managers are expected to have strong leadership skills, and influencing is one of those skills. But what is it? And how do you do it? Below we detail what influence is and how project managers can use it as a helpful leadership skill. Adopt an empowered mindset This starts with genuine self-confidence and care for others. Additionally, you must choose to believe in your inherent worth and ability to contribute value. You must use your impact to uplift others. Their confidence stems from service, not self interest. Resize your self-limiting beliefs. Do not accept pessimistic narratives. These narratives disappear when you refuse to buy into them anymore. Master your physical presence Body language is important. Straighten your back and square your shoulders. Sit at the head of the table. Stand tall and make steady eye contact (do not hold eye contact too long). Own your space, embrace the spotlight, and lean into it. Use these nonverbal skills to shape experiences without dominating the discussion. Presence is power. Listen deeply and actively Learn to listen first and inventively. Do this by maintaining unintimidating eye contact, ask thoughtful questions, paraphrase key points, affirm remarks appropriately, and understand motivation and context. If you make others feel heard, then they will start asking for your opinions. Listening demonstrates respect. Guide the agenda for each meeting you facilitate The agenda is the roadmap, whoever defines it directs the destination of the meeting and the participants. For each meeting, come equipped with clear desired objectives, thoughtful and logical flow, and a strong opening and closing. Then, tactfully guide discussions through each topic in the agenda while maintaining timeboxes and side discussions. Share your perspective with those around you Provide your view early and often especially with your team but also with the other directions of influence you interact with (other project managers, sponsor, etc.). The more that you add your wisdom early with care and empathy, the more your influence builds with others. Adapt to your audience in all situations Use understanding and tailoring best practices to adapt your communication, body language, and leadership style to the specific context you are in. Use mirroring to match body language, vocal pacing, and tonality to build intuitive rapport with others. Lead with questions Lead conversations and participation with questions. Also, help others find answers by asking questions. There are different types of questions. Open-ended – designed to encourage thoughtful and detailed responses. They do not have a single correct answer and allow for a wide range of responses. Example: “Can you tell me about your experience working on the project? What were the most significant challenges you faced, and how did you overcome them?” Reflective – prompt individuals to contemplate and think deeply about their thoughts, feelings, or experiences. They often start with words like “how” or “what.” Example: “How do you feel about the recent changes in your life, and what do you think they mean for your future?” Connecting – aim to establish links or relationships between ideas, concepts, or experiences. They help individuals see patterns or connections they might not have noticed. Example: “In what ways do you think your childhood experiences have influenced your career choices as an adult?” Focusing – help direct attention or clarify a specific aspect of a topic or issue. They are useful for narrowing down a broad discussion. Example: “What is the most critical aspect of the project that we should prioritize right now?” Guiding – provide guidance or direction within a conversation or discussion. They can be used to keep a conversation on track or to delve deeper into a particular aspect. Example: “Could you please expand on the third point you mentioned earlier about your proposal? How do you envision implementing that?” Mirroring – involve repeating or paraphrasing what someone has said to confirm understanding or encourage them to elaborate further. Example: Team Member: “I’m feeling overwhelmed with all these tasks.” Project Manager (mirroring): “You’re feeling overwhelmed by the number of tasks you have to complete?” Internalize your confidence You do not need external validation to internalize confidence. Your worth is not defined by job titles, achievements, salary, degrees, or other’s approval. The source of your confidence lies within. Access it by revisiting your core values, connecting to your purpose, recalling your key strengths, and holding your head high. Synthesize your skills Genuine influence transcends mere tactical maneuvers. It encompasses the fusion of self-assuredness and empathy, the synergy of words and nonverbal cues, and the art of leading while actively listening. It signifies your capacity to elevate others, not through coercion, but through empathetic guidance, enabling them to surpass their individual capacities. There are some frameworks, models, and best practices that can help guide you in enhancing your influencing skills: 5 Whys – Keep asking “why” 5 times to find the real reason behind a problem. This is an incredibly useful interview framework. ORID – First, look at what’s happening (observation). Then, think about how you feel about it (reactions). Next, figure out what it means (interpretation). Lastly, decide what to do (decisions). The 4 Temperament Model categorizes tendencies of those you are trying to influence as: Dominant – this personality tends to be direct and result-focused. Influencing – this personality type is outgoing and enthusiastic. Steady – this personality type is patient and supportive. Conscientious – this personality type is analytical and reserved. Be direct with those who are dominant, enthusiastic with influencing people, patient with steady people, and reserved with conscientious people. Best practices when speaking to groups. The key to speaking to groups is realizing that no one cares if you make a mistake. Some tips to use when speaking to groups are: Connect with individuals – do not speak to the group. Engage individual faces in the audience. Start strongly – open with a bold statement or question to grab attention. Tell stories – anecdotes emotionally connect with audiences. Use humor – laughter immediately wins people over. Great presenters combine confidence with vulnerability. Do not pretend to have all the answers – share your authentic self. In conclusion, mastering the art of influence empowers project managers to navigate the intricate web of teamwork, communication, and decision-making with finesse. As they harness the power of influence, they not only guide projects toward success but also inspire teams to reach their full potential. By understanding what influence truly means and embracing its potential, project managers can excel as leaders, driving projects and teams toward triumph in an ever-evolving landscape of challenges and opportunities. Check out our offerings to help increase your leadership and influencing skills:  Conflict Management in the Workplace Giving Feedback Active Listening Emotional Intelligence for Project Managers Effective Communications and Meeting Management Effectively Managing Project Stakeholders Best Practices in Project Management Project Management Foundations

Time management is a critically important skill for all team members, especially if that team is working remotely. As a team lead or project manager, you must plan how to use the time you have available and that of your resources more effectively. This is an important part of managing your projects. Managing time well means that deadlines will be met, the quality of work will improve because work is not being rushed to meet a deadline, you and your team know which activities are a priority and what needs to be worked on when, and you avoid panic and feel more in control of the project. In this article, we wanted to give you several techniques to help improve time management skills among remote teams. However, just like everything else in project management, time management must be tailored to the team and the individuals on the team. Essentially, each team member needs to find the technique that works for them. It’s all about Communications Communication is important in any environment but even more so for remote workers. Make sure the following are communicated clearly and often to your team. Working Hours – Some organizations expect remote employees to follow a strict schedule, while others may be more flexible. Be explicit about what you expect from your team. Be sure to tell them what shared hours you expect them to be working and available and clarify the expectation as to whether they are to inform you if they need to step away from their computers or if an exception to the schedule needs to be made. Team Goals – Ideally, your team will have clearly defined goals that contribute to your organization’s overall mission. Ensure your team is aware of these goals and help them set their own goals and ground rules. Then help them stick to them! Project Assignments – During each project team meeting, make sure that there is clarity on who is doing what task and why you are completing the project (project vision and value). It may be beneficial to get feedback from your team on how long they think their tasks will take so that you can estimate the deadline more effectively. You may consider a daily stand up or huddle for each team member to discuss what they are working on and if they need any help with tasks. Accountability – Lastly, make sure everyone on your remote team understands how you are tracking progress and the consequences of missing project deadlines. This reduces miscommunications and helps ensure the entire team stays in communication about their contribution to the project. Use Meetings Wisely If there is anything we should take away from the mass-remote corporate workforce in 2020 due to Covid, it is that virtual meeting fatigue is real. This is why when you manage a remote team, you need to help everyone understand how to use meetings and meeting time wisely. When deciding whether a topic is meeting worthy, consider context, duration, and frequency of the meeting. For example, a daily stand-up meeting is great if your team has troubling logging in on time in the mornings. The context of the meeting is necessary, as it will kickstart their productivity. However, if you look at an hour long meeting every single day, it may end up being less productive than you had originally anticipated. Every meeting should have a purpose and should be timeboxed. Support Your Team with Technology Technology is a big part of remote working. As a project manager, you need to tailor the technology to your remote team. Some things to consider include: Video Conferencing – You probably already have a virtual meeting solution, but make sure that it fits your team’s needs, and they know how to use it. File Sharing – Remote teams need cloud-based file sharing systems like Dropbox or Google Drive. Make sure your team can easily access each other’s critical documents in real-time. Instant Communication – Make sure your team has a way to instant message each other. This is much quicker and more efficient than the standard email and makes it easy for team members to ask questions or share files quickly. Time Tracking – If you expect your team to report on the hours they spend on each task, then having an easy way to do so is important. Even a shared spreadsheet will make it clear who is doing what and will give you measurable data to use if changes need to be made. Project Management Software – It is worth investing in a browser- or app-based project management solution to track everything your team is working on. Microsoft Project, SharePoint, and Teams are all viable options. Collaborative Software – Finally, make sure your team can easily collaborate with each other on their specific responsibilities. Time Management Training We offer customized time management training to you and your team. Chances are, we will never get to 100% productivity, we are only human after all, but this training will help you have more control over your time and produce more results. Successful time management will help you and your team to become more effective in completing project activities so there is more time available for everyone to spend on the things that are most important to them. This course is meant to give you foundational knowledge, tools, and techniques to help you manage your time efficiently and effectively, and if you are a certified project manager, you can earn 4.5 PDUs. Let us know how we can help you!

November 18, 2022 As project managers, we know there are the triple constraints that are used to determine project success: cost, schedule, and scope. So why would a project that met all constraints be considered less than successful? The answer to this is expectations. Objective measurements were met, but stakeholder expectations were not. Most stakeholder expectations are never disclosed to the project manager. This leads to another question, if stakeholder expectations are important enough to determine a project’s success, then why are we not paying more attention to them? The simple answer is expectations are not necessarily rational and usually do not have tangible metrics associated with them. Project managers are skilled at following processes to deliver the final results a stakeholder asked for (tangible) but it does not necessarily equate to what the stakeholder felt they actually needed (mostly intangible). Stakeholders view the project team as a problem-solver and expect the right problems to be solved even if the stakeholder cannot articulate the right problems. They do not see it simply as getting what they asked for. In any case, a project manager would see the projects as a success if it was delivered on time, and within budget and scope. But if the solution does not meet the stakeholder’s expectations, is it really bringing the value it was undertaken to bring? We all have expectations. There is a biological basis for expectations Expectations are linked with the release of dopamine and the reward circuitry, which provides a pleasurable feeling. Perception filters filter out information that does not fit with our present situation. The perception filter also interprets non-verbal communication and can be wrong and manipulated. Stakeholders could assume the project team knows their expectations because of how they perceived an interaction with the team. When an expectation is not met, the dopamine levels fall steadily which leads to a very unpleasant feeling. Therefore, if you perceive something good is going to happen, or that something that is going to happen will be good, your dopamine levels go up. When that expectation is not met, your dopamine levels go down. So, when we talk about meeting expectations, it does not always mean that we have to do exactly what the stakeholder expects, but we do need to recognize the expectation and address it accordingly. How can we better meet expectations? You simply cannot meet an expectation that you are unaware of. The best way to make sure that you can address ALL expectations is to take steps to determine ALL expectations. Get to know your stakeholders, ask questions to determine the real problem the need solved even if the real problem is not specifically known by the customer. Once you know what the real problem is, determine the customer’s vision once the problem is solved. What do they see as the outcome. A vision is defined as a description in as much detail as possible of a scenario that occurs in a problem-less domain. By asking how they are going to know their problem was solved typically helps expose expectations that otherwise may have not been realized. In general, complaints are unmet expectations. This can be resolved by simply removing the expectation, even just pointing out that an expectation is unrealistic can help negate or reduce the negative flow of dopamine. To some degree, you may be able to control the occurrence of expectations. The longer an expectation continues to be unaddressed, the harder it is to address it. In Conclusion…even if you work with your stakeholders, talk about their expectations, and deal with any unrealistic expectations, there may still be unstated expectations. Stakeholders do not always know what they expect. We, as project managers, need to do our best to catch all expectations as early as possible and deal with them immediately.

August 27, 2022 Reference: “3 ‘recession-proof’ skills that are in-demand even during a downturn, according to economists” by Morgan Smith published July 21, 2022 There is currently a debate between economists as to whether a recession is coming, and if so, how bad it will be. Though it is too soon to predict when or if a recession will hit the U.S., senior economist Kory Kantenga says, “it’s very clear that we’re in an economic slowdown right now.” What results from an economic slowdown? Lost jobs, employers seeking specific skills, and job seekers needing more specialized skills. Economists claim that flexibility, project management, and communication are the most “recession-proof” skills that employers will be looking for in the near future. Flexibility has been a key skill for many years but has been more important recently during the Covid-19 recession of 2020. Flexibility is shown by navigating different roles and responsibilities throughout an organization, overcoming a problem on an important project, volunteering your time to assist with tasks that are not included within your scope of responsibilities, or collaborating with a new team. As a job seeker, it is important to highlight your ability to “operate in times of uncertainty” when completing your resume. Solarity offers a Time Management course and other leadership courses that can give you the tools to effectively balance your time and prioritize what is urgent and important. Project managers certified in project management is and will continue to be a highly sought skill, especially as new obstacles will inevitably arise. Employers are looking for potential employees “who can identify new problems, articulate solutions, and drive that plan forward,” according to chief economist Julia Pollak. Solarity is an Authorized Training Partner with the Project Management Institute (PMI) and offers a Project Management Professional (PMP) Exam Preparation class. This class prepares you for the PMP Exam which, when passed, gives you a nationally recognized PMP certification. This certification shows current and potential employers that you are well versed in the project management processes. Clear and effective communication is a critical skill in all industries. Being able to give presentations, feedback, and negotiation are skills that employers are always looking for. While those skills are important, it is crucial for future job seekers to pay attention to the news and follow which industries are making long-term investments in hiring. Costs and benefits of jobs will change during a recession, so it is important to put yourself in a position to succeed through the recession and in the recovery. Solarity offers a Communications Management course that will help you brush up your communication skills and give you tools and techniques that can immediately be put to use back at the workplace. Having these three crucial skills can make you an invaluable team member across all industries and “recession-proof” yourself for the future. At Solarity, we would love to help you reach your full potential in these areas!