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    Project Leadership Communication

    Use leadership and workplace communication to build effective work relationships

    While few project managers have formal authority over their teams, the most successful ones know how to use the power of moral authority, which is gained through relationship building and effective communication in workplace. In this project management course, you’ll learn about emotional competency and how to improve yours—especially in times of conflict—and about the crucial role communication plays in helping you to deliver effective leadership and be more influential with stakeholders both inside and outside your group. We’ll also discuss key differences between being a leader, manager, coach, and facilitator, and when to play each role.

    Learn how to:

    • Define and optimize your role as a leader, manager, coach and facilitator
    • Develop and use moral authority when you don’t have formal authority
    • Communicate in an effective, caring and candid manner with project stakeholders
    • Increase your emotional competence, especially in difficult conversations
    • Work effectively with project sponsors and resource managers
    • Use organizational leadership to facilitate effective project team meetings and team communication
    • Gain team buy-in and commitment to the project charter
    • Coach individuals with unsatisfactory or dysfunctional behavior
    • Use three ways—including change management—to lead and communicate change related to project management

    PMBOK™ knowledge areas

    • Project integration
    • Communications management
    • Human resource management

    Day 1: Leadership and communication in project management

    • Leadership skills, attributes and requirements
    • Distinguishing between leading, managing, coaching and facilitating
    • Managing the issue of accountability without direct authority
    • Developing your moral authority
    • Three competencies for project success
    • Modeling the behaviors of leaders
    • Identifying and communicating with project stakeholders
    • Communicating with clarity and accuracy
    • Building candor and the challenge of being candid

    Day 2: Coaching a project team and individuals

    • Developing your emotional competence in conflict situations
    • Identifying and managing “triggers”
    • Managing your reactions to various team meeting situations
    • Using a requirements-of-productivity checklist
    • Assessing and coaching a team member’s performance gap
    • Giving and receiving constructive feedback
    • Improving listening behaviors: working with feelings and facts
    • Communicating and managing issues with project sponsors and resources managers
    • Learning how to give and receive coaching to solve project management problems

    Kathryn Jeffers

    Kathryn Jeffers is a management consultant, coach, and trainer with the Jeffers Group. An enthusiastic instructor who teaches over 100 training programs each year throughout the United States, she has been recognized by the American Society for Training and Development for developing one of the outstanding management training programs of the year. She is the author of the book Don't Kill the Messenger.

    Robert Jeffers

    Robert Jeffers brings a passion for helping people make connections between their goals and actions to thousands of participants each year in business, industry, health care, associations, education, and government. His programs are packed full of practical advice, participant interaction and fun. Participants in his programs often remark that their time with him is meaningful because he teaches audiences something real about people that can be put into practice immediately. Jeffers brings actual global experience to the platform, having lived and traveled in 48 countries.