There is not a week that goes by that I don’t hear about a project manager or team leader struggling due to a lack of effective people skills. The unfortunate part is that, with the right training and development, these issues can be avoided.
The first mistake often made is assuming that a person promoted to a project manager role will naturally possess or quickly develop the people skills necessary for success. When this assumption is made, one thing is certain: the new manager is headed for trouble.
In this article, we will explore three key aspects of workplace communication for IT project managers.
As I have mentioned in some of my other articles on leadership, we must begin with the understanding that people, in general—not just employees of IT project managers—want four basic questions answered about the people they interact with:
- Do you like me?
- Do you care about me?
- Can I trust you?
- Do you know what you are doing?
The first thing employees want to know is whether they are sincerely liked by the person leading or managing them. Employees or team members will sense this based on their leader’s interactions. Does the leader smile at them, make good eye contact, and use their name? Does their tone of voice genuinely reflect warmth and appreciation?
The second thing employees want to determine is whether their leader truly cares about them. Team members can gauge this from the questions their manager asks, their tone of voice, and their level of interest in them as individuals—including hobbies or personal interests outside of work. Does the leader show concern for their well-being and their family? These small but meaningful actions indicate that their project manager genuinely cares.
The third question employees ask themselves is, “Is this the kind of person I can trust?” Employees determine this by observing their leader’s behavior. Does their manager leave the office regularly to engage with team members? Do they follow through on commitments? Do they return emails and phone calls in a timely manner? If not, trust quickly erodes. A good rule of thumb is to respond to all emails and phone calls within 24 hours or less.
Finally, employees want to know, “Do you really know what you are doing?” Is the IT project manager knowledgeable and competent? Have they kept up to date in their field? Are they continually improving both their technical and leadership skills? Managerial competency is also demonstrated by understanding the roles and challenges their employees face on the job.
With these four foundational questions in mind, let’s explore three key people skills IT project managers need to be effective in their roles.
- Giving Clear Instructions and Setting Expectations
Clear and concise instructions eliminate confusion and set employees up for success. Managers should:
- Use direct language to outline tasks and deadlines.
- Break complex tasks into manageable steps.
- Ensure team members understand by asking for confirmation or repeating key points.
A time-tested formula for delivering instructions effectively is:
- Tell them what you are going to tell them.
- Tell them.
- Tell them what you told them (summarize).
Providing clear expectations also includes defining the scope of work and expected outcomes. When employees understand what is required, they can perform efficiently and with confidence.
- Active Listening to Understand Team Concerns
One leadership flaw that frustrates employees is a manager who is so consumed with their own agenda that they fail to listen. These managers often assume they have all the answers and may even belittle subordinates to assert their authority.
Active listening is a vital communication skill that fosters trust and engagement. It involves:
- Giving full attention to the team member without interrupting.
- Asking clarifying questions to ensure understanding.
- Paraphrasing what the person has said to confirm their message.
- Demonstrating sincere care and concern.
By actively listening, leaders show they value their team’s input, leading to improved morale and stronger working relationships.
- Providing Instructive Feedback
Feedback should be a tool for growth, not criticism. Instructive feedback helps employees improve their performance while maintaining a positive work environment. Best practices include:
- Being specific about what was done well and what needs improvement.
- Using a balanced approach—acknowledging strengths before addressing areas for development.
- Offering solutions and support for improvement.
Providing feedback in a respectful and encouraging manner motivates team members to enhance their skills without feeling demoralized. Instead, they feel inspired to improve.
Conclusion
Effective workplace communication requires:
- Answering the four questions every employee has.
b. Giving clear instructions.
c. Active listening.
d. Providing instructive feedback.
When IT managers implement these practices consistently, communication problems will decrease, productivity will rise, and complaints will diminish. If your managers and team leaders need help with the topics covered in this article, give me a call.
About the Author
Tom Borg is the founder and president of Tom Borg Consulting, LLC. Since 1996, he has worked with CEOs, presidents, and leadership teams in over 450 companies and organizations. Through consulting, mentoring, coaching, workshops, and assessment tools, he helps clients improve leadership, communication, and workplace culture to foster engagement and teamwork. You can call or text him at (734) 812-0526 or email him at tom@tomborg.com. Visit his website at www.tomborgconsulting.com.
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