Best Practices of Effective Project Communicators

To better understand these communication principles and improve your communication abilities, let’s review the common best practices used by effective project communicators. We’ll look at general communications management, status reports, conducting meetings, interpersonal skills, and the best use of the common communication media.

General Communications Management

First, review the best practices of general project communications management:

• Assign a point person—To ensure quality and consistency in project communications, make sure to make specific project team members accountable for official project communications. On most projects, you (the project manager) will serve as the communications point. However, on larger projects, you might need to delegate responsibility for certain communication items or for communication to targeted stakeholders. This might include working closely with the company’s human resources, marketing, or corporate communications departments.
• Leverage natural strengths—Although you will always need to leverage many communication forms and media, take advantage of any natural communications strengths you might possess and use the other methods to support those strengths. NoteResearchers believe 50%–90% of a message is conveyed via nonverbal means (cues, signals, and symbols). Thus, the more nonverbal language present, the richer the communication.
• Perform stakeholder analysis—As part of your communications planning, perform a stakeholder analysis. This analysis should provide insights into the needs and motivations of each stakeholder. In addition, use this assessment to validate what type of project communications are needed to properly support each stakeholder audience and manage their expectations. TipSet up distribution lists (voice mail, email, group messaging, and collaboration portals) to streamline communicating with project team members and project stakeholders.
• Use push and pull—Effective project communicators use both push (send it to them) and pull (make it available to them) communication methods. With the advent of central project repositories, the pull method has experienced growing popularity. Although the use of this method is excellent for anytime, on-demand information needs by stakeholders, do not rely on it for important or urgent project communications. Make sure to send (push) any important, urgent project communications directly to the targeted stakeholders. In addition, if you are using team collaboration technologies (such as Microsoft Teams or SharePoint), you can leverage both push and pull methods simultaneously by having stakeholders subscribe to alerts that notify them automatically (push) if there is an update to a given artifact. The alert contains a link that the stakeholder can use to access the targeted artifact (pull). CautionClosely monitor how any pull communications are working. If stakeholders are not staying informed or engaged in a timely manner, guide them to push communication methods and/or sign up for alerts.
• Make it easy—If you want to score big points with your stakeholders, make it easy on them to understand what you are sending them (provide summaries) or asking them to do (provide context and purpose). Don’t make them search for things (include referenced items with your communication or links to those items). Your stakeholders are busy with many tasks and priorities, and they don’t enjoy feeling confused and unsure. Any efforts you make that enable them to quickly understand what you’re delivering or what you’re asking them to do will always be appreciated, and these efforts will increase your value to the overall project. TipSend project documents as PDF files or send links to those documents to reduce potential conflicts with software tools, minimize the size of email attachments, and protect communication content.
• Keep the information flowing—A simple but powerful service provided by many effective project communicators is to make sure the right people have the right information to perform their roles. In many organizations, information tends not to flow easily from one group to another. An effective project manager looks for these bottleneck points and simply acts as a conduit for better information flow.
• Take communication decisions seriously—Consider your relationship, the message content, and available media options when making any communication decision. In general, certain communication options are better for different types of situations, and effective communicators choose wisely.
• Confirm technology and user training—Always ensure that the technologies to be used for your particular communication are working properly and that the affected stakeholders understand how to leverage them correctly.

Communications Options

Now more than ever, many communication mediums are available to your project. To best manage project communications, you need to understand the strengths and limits of each option, so that you use the medium that is most appropriate for the type of relationship you have with the targeted audience and for the content of the message. The right choices can improve project productivity, facilitate open communications, and build stronger stakeholder relationships. The wrong choices create misperceptions, confusion, and weaker stakeholder relationships.

To assist your communications decision making, Table 17.1 reviews the best uses and important notes for the common communication options.

 Tip

When possible, leverage online team collaboration tools and enterprise social networking tools to manage project communications.

 Tip

Whenever possible, ensure that any project communication method and tool supports the ability to securely access information anytime from anywhere using the common technology platforms (such as smartphones, tablets, laptops, and so on) leveraged by the project stakeholders.

 Caution

Be wary of the use of unsecured communication tools by project team members while conducting project work/business, especially where there are any possible confidentiality concerns/risks.

 Tip

Establishing and building stakeholder relationships is a higher priority than enforcing a strict meeting protocol.

 Note

Effective interpersonal skills are a trademark of servant leaders.

TABLE 17.1 Summary of Project Communication Options

Communication Option	Best Use(s)	Important Notes
Face-to-Face	Best method to start business relationships and earn trust.Best for sensitive, interpersonal, or difficult messages.Best for communicating emotional and nonverbal messages.	Richest, most efficient method.Only way to do business in many cultures.“Showing up” demonstrates commitment.
Videoconferencing	Best substitute for face-to-face meetings.	Increasing availability thru web conferencing tools.Make sure technology works in advance.Reduces meeting participants’ ability to multitask during meeting.
Direct Audio (Telephone)	When interactive conversation is needed.When visual communication is not needed.When urgency is important.When privacy is important.	If placed on speaker phone, assume there are others in the room.
Voice Mail	Short messages.When common message needs to be sent to multiple people.When targeted stakeholder is auditory-oriented or is inundated with email.	If lengthy message, summarize message content up front.Avoid for controversial or sensitive communications.Make sure stakeholder checks voice mail regularly.
Electronic Mail	When common message needs to be sent to multiple people.When targeted stakeholder is visually oriented or prefers email communications.When communication record is needed.	See the section “Tips for Email (and Other Text-Only) Communications.”
Instant Messaging	For daily interactions of project team.For virtual project teams.Group/team IM tools can facilitate team collaboration.	Helps to build community and project team intimacy.Not appropriate for formal work relationships.Keeps the office quieter.Most group/team IM tools can record discussions.Monitor privacy and confidentiality concerns.
Texting	When brief, one-on-one information needs to be shared between people where informal, friendly relationship is established.When immediate response is not needed.When communication does not warrant a phone call or people cannot take or receive a phone call.	Although technology is improving, you should not assume message is always received or received in correct order (if more than 160 characters).
Audio Conferencing	When group collaboration is needed and face-to-face meeting is not possible.When a desktop or document does not need to be shared in real time.	More social presence than email or IM.Allows participants to multitask and do other things, which makes level-of-engagement and meeting quality an ongoing project risk.Most web conferencing tools provide audio too.Most systems allow conference to be recorded.
Web Conferencing with Audio	When group collaboration is needed and face-to-face meeting is not possible.When data or presentation needs to be shared.Virtual training sessions.	Same challenges as audio conferencing.Invest more prep time on technology readiness and training.Able to record questions.Record and make available for later access.
Web Conferencing with Video	When visible group collaboration is needed and face-to-face meeting is not possible.When facial expressions and/or nonverbal communications need to be visible.When data or presentation needs to be shared.	Participants need enough privacy and environment control to allow for video cameras.Ensures higher level of engagement and participation; reduces multitasking.Invest more prep time on technology readiness and training.Record and make available for later access.
Project/Team Collaboration Tools	When ongoing group collaborations on work products or topic discussions need to be documented.	Builds community and project team intimacy.
Social Networking Tools	When project information needs to be shared outside of core working team.When a sense of community needs to be established or improved, especially for external stakeholders.When quick, real-time feedback is needed from external stakeholders to facilitate project decisions.	Must determine use level of social networking tools by targeted audiences (comfort, frequency, and so on).Enterprise social networking tools (such as Yammer) can be used when access to project information must be secured and limited to authorized users.

Tips for Email (and Other Text-Only) Communications

In the world of project collaboration and social networking tools, email might seem downright archaic, but there are reasons why it is still around, especially in the business world. Everyone uses it, especially senior management; it’s more private; it provides a searchable and retrievable record of your communications; it enables you to send a communication without interrupting the recipient and enables this person to respond at a time that is convenient; and most people can get to their email from anywhere (given the increased use of smartphones and other mobile devices). That being said, review the following key tips that will improve the quality of your email (and perhaps other text-only) communications:

• Use email when a message needs to be communicated consistently to more than one stakeholder.
• Limit use of email for work product reviews, other collaboration activities, and topic discussions, especially when you’re using team collaboration tools.
• If sending a message containing protected data whether in the body of the message or as an attachment, make sure email is sent with the proper encryption method for your organization.
• Avoid use of text-only communication for controversial or sensitive communications.
• Do not send text-only communication when you are feeling negative emotions.
• Clarify how frequently the intended recipient checks and responds to email.
• Gauge and clarify the organizational culture for email communications.
• Clarify how supporting materials should be handled (sent as attachments, direct links to materials on project repository, and so on).
• Avoid lengthy emails whenever possible.
• If a lengthy message is required, summarize content upfront, and highlight any actions that you are requesting.
• Use the subject line effectively—ensure it is consistent with topic/focus of message, and use it to highlight action needed.
• Use numbered lists to assist replies and references to original message topics…avoid using bullets.
• Limit the use of the carbon copy (Cc:) function to those who truly need to have awareness of the message or those who have requested to be copied.
• Use the blind carbon copy (Bcc:) function when you need to protect the privacy of distribution group membership.
• If written communications are not your strength, consider delegating important project communications to someone on the team who is skilled in this area.
• Although email, text messaging, and instant messaging are more direct and more private than project collaboration and social networking sites, do not forget that any text-only communication can be printed, read over someone’s shoulder, and forwarded.

Status Reporting

The following are the best status reporting practices of effective project communicators:

• Be consistent—Provide progress status reports on a consistent, regular basis as defined in the project communications plan.
• Target reports—Provide the appropriate level of detail for the targeted audience.
• Use bullets and numbered lists—Use bullet points and numbered lists to summarize key facts; keep it short; enable the reader to quickly gauge the state of the project.
• Employ visuals—Because most people are visual learners and most senior management types need to get a thorough understanding of project status and/or the project issue quickly, look for opportunities to provide information in a visual format.
• Use color-coding—If not defined for the organization, establish three general threshold levels for key project metrics and critical success factors. For each level, associate the appropriate stoplight color: green, yellow, or red. Then use these colors to communicate the health of each key project metric on the status report. This enables senior management to get a quick reading on the project’s health.
• Leverage exception-based approach—Use the main (first part) of the status report to highlight any exceptions or variances to the project plan. Then provide details in the appendix section. This format should enable you to provide one status report that meets the needs of most, if not all, of your key stakeholders.

Meetings

The best meeting practices of effective project communicators include the following:

• Know your game plan—Determine the overall goal and objectives for the meeting; invite the right people; structure the meeting appropriately; determine what preparation is needed by the meeting participants to make the meeting useful.
• Post an agenda—Whenever possible, post an agenda in advance of the meeting. In either case, make sure to review the agenda at the start of the meeting and check whether any modifications are needed.
• Facilitate—Be the meeting director. Review and set meeting context; review meeting ground rules upfront; keep everyone engaged; keep the meeting flowing; solicit feedback; summarize key points; seek consensus.
• Stay on track—Keep the meeting on topic; set time limits (timebox) for agenda items; avoid trying to solve problems in meetings—schedule a follow-up meeting instead.
• Leverage conferencing tools—When some people are participating virtually, leverage combinations of audio, video, and web conferencing tools to improve meeting quality.
• Take notes—Delegate someone to take notes of meeting decisions and action items.
• Attain closure—Before adjourning the meeting, review all action items (including responsible owners and targeted completion times), summarize meeting results, schedule any necessary follow-up meetings, and thank attendees for their active participation and time.
• Post minutes—Distribute (post) meeting minutes to meeting participants and affected parties within 24 hours of the meeting whenever possible. If action is required from nonattendees, seek their commitment before distributing minutes, or note items on which they have not been consulted.

Interpersonal Skills

The next set of best practices is likely the most important because it impacts the quality of all your project communications—the formal and the more frequent day-to-day interpersonal communications that occur between the project team and the project stakeholders. The following list notes the key interpersonal skills demonstrated by effective communicators:

• Listen with a purpose.
• Be humble.
• Think before responding.
• Take their perspective.
• Don’t be judgmental.
• Be interested in others.
• Seek to understand what they do, why they do it, and what pains they are experiencing.
• Validate perceptions before responding.
• Show appreciation for their time and contributions.
• Ask questions to confirm and improve your understanding.
• Summarize what the speaker said.
• Make people feel heard.
• Focus on building relationships.
• Stay in control of your emotions.
• Don’t assume that a negative response by others is personal—most of the time it’s not.
• Avoid interrupting, if at all possible.
• Validate that you are being understood.
• Avoid terms and tones that imply judgment, guilt, or wrongdoing on other parties.

The Absolute Minimum

At this point, you should have a solid understanding of the following:

• Effective communications are important to managing perceptions, managing expectations, managing the project team, reducing conflicts, and overcoming any project management gap in other areas.
• The five Cs of effective communications are clear, concise, courteous, consistent, and compelling.
• The most important communication skill is listening.
• The three most powerful communication techniques are also the simplest: Give it your full attention, use your manners, and follow through.
• Always match the communication tool/method with the message content, purpose, and audience.
• Consistently strive to improve the effectiveness of email communications.
• The most important mindset trait for effective communications is taking responsibility for understanding.
• Leverage web conferencing tools to improve the quality of virtual team meetings.
• Improve your knowledge and prowess of meeting collaboration tools, especially the one used by your organization to enhance your meeting management processes.

The map in Figure 17.2 summarizes the main points.