Welcome back, Humanness Heroes! I’m delighted to have you on this journey as we delve into the core of project and program delivery. It’s not just about the technicalities, but the people who make it all happen. Last time, we started to uncover the true meaning of ‘humanness’ in our field. We discussed those distinctively human qualities—empathy, intuition, creativity, and emotional depth—that are often overlooked but are actually the driving force behind our success.
As we delve deeper into this series, let’s keep in mind why we are focusing on these elements. It is the human connections and understanding that truly drive the success of our projects, far beyond the latest tools and technologies. By embracing our shared humanness, we not only improve our work environments but also open doors to personal growth, greater accomplishments, and a deeper sense of satisfaction in what we do.
So, let’s gear up, Humanness Heroes, to champion the integration of more empathy and personal touch into our project management practices. Today, we focus on a crucial part of humanness: how it enhances emotional intelligence among our teams, paving the way for more effective and meaningful management of our projects. Remember, your understanding and application of emotional intelligence can be the key to unlocking your team’s full potential.
Ponder on This…
Have you ever wondered why some project teams thrive under pressure while others crumble? Could the secret be their level of emotional intelligence (EI) fueled by a deep sense of humanness? Come with me, my Humanness heroes, on a journey where we delve into these questions, we find that the key differentiator might be something less tangible than the hard skills listed on a job description. It’s about the ‘humanness’—those qualities that enable individuals not only to perform but to connect, adapt, and lead with emotional intelligence.
Organizational Health and Humanness
Through the lens of Patrick Lencioni’s The Advantage (1), we learn that genuine organizational excellence transcends mere intellectual capability—it demands organizational health. Such health is characterized by a culture where political games are scarce, morale is robust, and there is a harmony that fosters productivity. Though project and program delivery teams may be ephemeral entities, their triumph hinges not solely on their technical expertise but also on their capacity to operate as a unit that is emotionally perceptive and inherently human.
The Right People: Skills and Synergy
Drawing from Jim Collins’ insights in Good to Great (2), we understand the significance of assembling the right team. It is insufficient to have individuals endowed with great skills; these individuals must also embody the team’s fundamental values and ethos. Within the context of project teams, this signifies choosing team members who are not only proficient but also capable of flourishing in an environment where humanness is deeply esteemed. These are teams in which members adeptly navigate and modulate their own emotions and those of others, leading to refined decision-making and smoother resolution of challenges.
Humanness as the Key Differentiator
Yes, skills, knowledge, and qualifications are vital. However, they do not alone make up the success of a project team. It is humanness—the faculty to empathize, to collaborate, and to forge connections—that morphs a collection of skilled individuals into an indomitable team. These soft, sometimes elusive attributes empower a team to harness their technical skills effectively.
Consider a project team assigned to an urgent, fast-paced endeavor. The team that triumphs is not merely one that comprehends the brief or executes tasks flawlessly; it is one that fosters open communication, offers mutual support through trials, and gracefully navigates shifting dynamics with empathy. Within such an environment, creativity and innovation are not just possible, they are inevitable, bolstered by robust interpersonal relationships.
Practical Steps to Harness Humanness
- Cultivate Team Emotional Intelligence: Improving the emotional intelligence of a project team can start with regular emotional intelligence training sessions that focus on self-awareness, self-regulation, motivation, empathy, and social skills. This should happen weekly or bi-weekly and encourage practices such as reflective listening, stress management techniques, and conflict resolution workshops.
Take a look at the renowned design firm IDEO, known for their groundbreaking products like Apple’s first mouse and the Palm V. The cultivation of group emotional intelligence is a cornerstone of their success. IDEO’s project teams regularly engage in emotional intelligence training that enhances their self-awareness, regulates emotional responses, and improves social skills, all of which are crucial for their collaborative and creative work environment. This training enables teams to manage stress creatively and maintain high levels of motivation and empathy, as demonstrated by their playful yet effective ways of addressing norm violations, such as pelting foam toys during brainstorming sessions. Such practices not only keep the atmosphere light and responsive but also foster a deep connection within the team and with their clients, making IDEO a shining example of how deeply embedded emotional intelligence can lead to superior, innovative outcomes (Druskat, 3).
- Build a Cohesive Team Culture: Creating a team culture that values humanness can involve establishing routines that encourage open communication and vulnerability. Initiatives like shared leadership roles, peer recognition programs, and regular team retreats cannot only strengthen bonds but also create a supportive team environment where everyone feels valued and motivated, leading to more successful project outcomes.
Additionally, I am drawn to an example in the healthcare industry and the developed communication technique known as SBAR. This stands for Situation-Background-Assessment-Recommendation. This communication method, developed by Michael Leonard, a physician coordinator of clinical informatics at Kaiser Permanente, was created as a means of bridging the communication gap between Doctors and Nurses, recognizing the differences between their communication styles (O’Daniel, 4). This helped improve cohesiveness between the two different disciplines and leveraged humanness by understanding the differences in training between them. This method can be modified to suit other industries and project teams with multiple disciplines. A snapshot of this tool is below:
Kaiser Permanente, SBAR (Situation, Background, Assessment, Recommendation) Tool, 2002 (O,Daniel, 4)
a technique for communicating critical information that requires immediate attention and action concerning a patient’s condition.
Situation – What is going on with the patient?
I am calling about Mrs. Joseph in room 251. Chief complaint is shortness of breath of new onset.”
Background – What is the clinical background or context?
“Patient is a 62-year-old female post-op day one from abdominal surgery. No prior history of cardiac or lung disease.”
Assessment – What do I think the problem is?
“Breath sounds are decreased on the right side with acknowledgment of pain. Would like to rule out pneumothorax.”
Recommendation – What would I do to correct it?
“I feel strongly that the patient should be assessed now. Are you available to come in?”
Closing Thoughts
Project teams that excel, the ones that transform from good to great, are those that embrace and harness humanness. They recognize that the foundation of their success is not just in the hard skills but in how effectively team members can connect, empathize, and collaborate.
How have you, or how could you, harness humanness in your project teams to amplify emotional intelligence and enhance performance? I invite you to share your stories and reflections.
References:
- Patrick Lencioni. 2012. The Advantage: Why Organizational Health Trumps Everything Else in Business
- Jim Collins. 2001. Good to Great: Why Some Companies Make the Leap…And Others Don’t
- Vanessa Urch Druskat and Steven B. Wolff. March 2001. Building the Emotional Intelligence of Groups. Harvard Business Review. https://hbr.org/2001/03/building-the-emotional-intelligence-of-groups
- Michelle O’Daniel; Alan H. Rosenstein. April 2008. Patient Safety and Quality: An Evidence-Based Handbook for Nurses. National Library of Medicine. https://www.ncbi.nlm.nih.gov/books/NBK2637/