Perspectives · Competence

Beyond Skills: The Power of Traits in Sustainable Project Management Approaches

Yesterday, we announced an exciting update to our core text, Sustainable Project Management; the GPM Practice Guide. As part of this update, I've been revisiting the section on characteristics—a topic that, in my view, deserves more attention as we look ahead to 2024 and beyond. In the project profession, we often emphasize competence. We reference standards from IPMA, ISO, and GAPPS as well as others that focus on competence, and we’ve even developed our own Competence Standard for Sustainability Leadership (a free resource). Yet, as we all strive for project success, it's crucial to recognize that competence alone is not enough! Project managers must also embody specific characteristics that transcend learned skills. These characteristics are the intrinsic qualities that drive individuals to lead with integrity, inspire their teams, and maintain a relentless focus on the broader impact of their work. Think of someone you know who has skills and ability but clearly lacks the certain character to get the job done. All of us have them in our orbit.  I often conceptualize this as: Characteristics + Competence = Professional Traits These professional traits represent more than just a blend of knowledge and ability; they encapsulate the essence of how we approach our work, particularly within the realm of sustainable project management. The challenge of balancing profitability with environmental stewardship, societal responsibility, and long-term sustainability requires a seamless integration of both competence and character. It’s this unique combination that enables project managers not only to meet deadlines and budgets but also to create a lasting, positive impact on the world. To illustrate this, consider the following anecdote. It contrasts two project managers who possess the same knowledge, skills, and abilities but differ significantly in their characteristics:

A Tale of Two Project Managers: A Humanitarian Aid Project

Project Manager A	Project Manager B
Empathetic Leader, Purpose Driven, Collaborative Innovator, Transparent, Accountable	Lacks Empathy, Unmotivated by Purpose, Avoids Collaboration, Secretive, Unaccountable
Early Team Dynamics: As soon as Project Manager A was assigned, they called a meeting to understand the team members’ backgrounds, motivations, and concerns. A created a safe space where everyone felt valued and heard, encouraging open communication and trust from the start.	Early Team Dynamics: Project Manager B took a more authoritative approach, issuing directives without much interaction. Team members were informed of their roles via email, with little effort made to foster a sense of camaraderie or understanding within the team.
Team Engagement: A introduced regular check-ins where team members could share challenges and successes. A also recognized individual contributions publicly, boosting morale and fostering a strong sense of purpose.	Team Engagement: B focused solely on task completion and deadlines, rarely acknowledging individual efforts. Team meetings were brief, with little room for discussion, leading to a lack of engagement and growing resentment among team members.
Problem Solving: When a significant supply chain issue arose, A convened a brainstorming session, encouraging creative solutions from all team members. This collaborative approach led to an innovative workaround that kept the project on track.	Problem Solving: Faced with the same supply chain issue, B chose to handle it alone, disregarding input from the team. The lack of collaboration resulted in a delayed and less effective solution, causing frustration and further delays.
Stakeholder Management: A maintained transparent communication with stakeholders, providing regular updates and being honest about challenges. This transparency built trust, allowing A to secure additional resources when needed.	Stakeholder Management: B kept stakeholders at arm's length, providing only the minimum information required. When problems arose, B’s reluctance to share details led to mistrust, making it difficult to obtain support or additional resources.
Project Outcome: Thanks to A’s empathetic leadership and collaborative approach, the project was completed not only on time but also with a high level of team satisfaction. The humanitarian aid was delivered effectively, and the project was praised for its innovative solutions and strong team cohesion.	Project Outcome: B’s approach led to a demotivated team, delayed timelines, and a strained relationship with stakeholders. Although the project was eventually completed, it lacked the efficiency and positive impact that could have been achieved with better leadership.

Key Takeaway:

The anecdote points out that while knowledge, skills, and abilities are crucial, the traits a project manager brings to the table—such as empathy, purpose-driven motivation, collaboration, transparency, and accountability—can make a significant difference in the success of a project and ultimately the business. The contrasting outcomes of these two managers highlight the importance of these traits in leading diverse teams, especially in high-stakes projects like humanitarian aid. Here is a little sneak peek at what we have defined as some key characteristics for a sustainable project manager in our upcoming new release of our book:  In total, there are nine but I will share four of them with you today :)

Impact Oriented—Prioritizes creating lasting value for all stakeholders by considering both immediate outcomes and long-term implications of decisions. Focuses on delivering benefits that extend beyond the project's lifespan, contributing positively to social, environmental, and economic goals.

Inclusive and Empathetic Leader—Deeply understands and respects the diverse motivations and perspectives of team members and stakeholders. Fosters a collaborative environment that values inclusivity, encourages innovative thinking, and builds trust through transparent and empathetic communication.

Catalyst for Change—Actively challenges the status quo and drives innovation by embracing change and seeking opportunities for continuous improvement. Acts as a proactive leader who inspires others to think creatively and seize opportunities that align with sustainable practices.

Ethical and Principled—Embodies the highest standards of integrity and ethical behavior. Establishes trust-based relationships, upholds core principles and values, and empowers others to act ethically.

Final Thought Competence is undeniably crucial in project management—it equips us with the skills and knowledge needed to navigate complex challenges, meet deadlines, and achieve project goals. However, it is equally important to recognize that characteristics play a pivotal role in shaping how we apply that competence. The traits we embody—such as empathy, integrity, and accountability—are what enable us to lead with purpose, inspire our teams, and ensure that our projects not only succeed but also resonate with deeper values. As we continue to refine and update Sustainable Project Management, let us remember that true success in project management stems from the seamless integration of both competence and characteristics. Together, they form the professional traits that drive impactful, sustainable outcomes—outcomes that not only meet the needs of today but also contribute positively to the world we leave for future generations.