Emotional Intelligence for Project Managers audiobook cover - The People Skills You Need to Achieve Outstanding Results

Emotional Intelligence for Project Managers

The People Skills You Need to Achieve Outstanding Results

Anthony Mersino

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Categories:
Corporate CultureCommunication SkillsManagement & Leadership

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Emotional Intelligence for Project Managers
Value of Emotional Intelligence+
Self-Awareness+
Self-Management+
Social Awareness+
Relationship Management+
Team Leadership+

Quiz — Test Your Understanding

Question 1 of 7
According to the text, what did a study reveal about the relationship between IQ, emotional intelligence, and project success?
  • A. High IQ is the primary predictor of project success, while emotional intelligence is a secondary factor.
  • B. A manager's emotional intelligence often correlates with a project's success, whereas there is no correlation between success and IQ.
  • C. Both IQ and emotional intelligence must be equally high for a project manager to achieve success.
  • D. IQ correlates with meeting technical project requirements, while emotional intelligence correlates with team satisfaction.
Question 2 of 7
What is the primary purpose of the SASHET framework mentioned in the book?
  • A. To categorize project stakeholders into six distinct communication styles.
  • B. To provide a step-by-step process for resolving team conflicts during a project.
  • C. To help project managers identify and categorize their own emotions into six main families.
  • D. To assess the technical strengths and weaknesses of project team members.
Question 3 of 7
Why does the author suggest pausing to give your neocortex time to process situations?
  • A. Because the neocortex is responsible for storing long-term project memories and requires time to retrieve them.
  • B. Because the reactive part of the brain (amygdala) is faster than the logical part (neocortex), which can lead to emotional breakdowns if not managed.
  • C. Because the neocortex processes emotions faster than the amygdala, allowing for quick, empathetic responses.
  • D. Because pausing allows the neocortex to permanently shut down negative emotions like fear and anger.
Question 4 of 7
Which of the following is an example of setting a healthy emotional boundary through language, as recommended in the text?
  • A. Telling a team member, "You are making me very angry with your constant delays."
  • B. Expressing to a stakeholder, "Your unrealistic expectations are causing the team to feel stressed."
  • C. Avoiding the use of emotional words entirely to maintain a strictly professional environment.
  • D. Saying "I feel angry," rather than "You made me angry," to take responsibility for your own feelings.
Question 5 of 7
How should a project manager approach giving targeted feedback to team members?
  • A. By emphasizing their negative traits, such as laziness, to motivate them to work harder.
  • B. By making the feedback clear, objective, and focused on how the person can improve their performance.
  • C. By focusing solely on what they did poorly so they know exactly what to avoid in the future.
  • D. By providing feedback only at the end of the project to avoid disrupting their current workflow.
Question 6 of 7
In the context of team leadership, what does "compromising" require from a project manager?
  • A. Forcing team members to accept the project manager's final decision without debate.
  • B. Allowing the most vocal team members to win arguments to maintain team harmony.
  • C. Self-awareness and the ability to manage one's own emotions to hold a truly open discussion.
  • D. Bringing in an external mediator to avoid emotional involvement in the conflict.
Question 7 of 7
What actionable advice does the author give for strengthening relationships with stakeholders?
  • A. Send them a weekly detailed email report about project progress.
  • B. Take a lunch break with them in a relaxed setting instead of eating at the office.
  • C. Invite them to observe your team's internal daily meetings.
  • D. Ask them to take an emotional intelligence assessment before the project begins.

Emotional Intelligence for Project Managers — Full Chapter Overview

Emotional Intelligence for Project Managers Summary & Overview

Emotional Intelligence for Project Managers (2007) builds on the writings of Daniel Goleman, who developed principles of emotional intelligence. Emotional intelligence is crucial in many aspects of life, and in these blinks Anthony Mersino tailors Goleman’s principles specifically to the needs of project managers.

Who Should Listen to Emotional Intelligence for Project Managers?

  • Project managers
  • Team leaders
  • People longing for more humanity in the workplace

About the Author: Anthony Mersino

Anthony Mersino is an Agile Transformation Coach and an IT Program Manager.

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