Project Leadership Skills Training Course

Participants can establish team conditions that support trust, accountability and productive collaboration.

• Team charter clauses covering purpose, norms, decision rights and escalation
• Tuckman's forming-to-performing stages used to anticipate team needs
• Working agreements for meetings, response times, handoffs and document control
• Belbin Team Roles used to balance contributions and blind spots
• Trust-building actions following missed commitments, ambiguity or competing priorities
• Team health indicators drawn from participation, rework, conflict and turnover

Participants can plan and deliver communications that build stakeholder commitment and prompt timely decisions.

• Stakeholder salience analysis using power, legitimacy and urgency
• Stakeholder engagement assessment matrix aligned with desired commitment levels
• Communication management plan linking audiences, messages, channels and cadence
• Executive briefings structured with headline, evidence, decision and consequence
• Active listening techniques: paraphrasing, probing questions and emotion labelling
• Message framing tailored for sponsors, users, suppliers and delivery teams

Participants can influence sponsors, suppliers and colleagues when authority is shared or limited.

• Interest-based negotiation separates positions, interests, options and objective criteria
• BATNA and reservation point preparation before supplier or resource negotiations
• Influence mapping identifies formal authority, informal networks and gatekeepers
• Reciprocity, social proof and consistency applied ethically to gain commitment
• Escalation requests framed with impact, options, recommendation and required decision
• Managing upward through concise status, risks and sponsor decision requests

Participants can motivate project contributors through clear goals, appropriate delegation and useful feedback.

• Goal-setting theory translated into clear, challenging and accepted commitments
• Herzberg's motivators and hygiene factors diagnosed within project conditions
• Delegation levels selected using the Tannenbaum-Schmidt continuum
• Constructive feedback delivered through Situation-Behavior-Impact and feedforward planning
• Recognition practices linked to specific contributions, effort and project values
• Capacity conversations distinguish workload, capability gaps, priorities and wellbeing

Participants can diagnose conflict, hold constructive conversations and facilitate disputed project decisions.

• Thomas-Kilmann conflict modes selected according to stakes, relationships and urgency
• Conflict diagnosis separates facts, interpretations, interests, needs and emotions
• Crucial Conversations framework prepares dialogue around safety and mutual purpose
• Facilitation techniques surface dissent before decisions become entrenched
• Decision rights clarified through RAPID for cross-functional delivery disputes
• Restorative conversations address breached agreements and rebuild working relationships

Participants can make and communicate proportionate decisions under uncertainty, pressure and competing interests.

• Decision log records owner, rationale, assumptions, date and review trigger
• Cynefin framework distinguishes clear, complicated, complex and chaotic project problems
• Pre-mortem analysis exposes failure assumptions before major commitments
• Risk appetite statements guide proportionate escalation and contingency decisions
• OODA loops accelerate response during incidents, change and uncertainty
• Ethical decision tests examine fairness, transparency, harm and accountability

Participants can maintain alignment, inclusion and momentum across changing and distributed project teams.

• Visual management boards make work, constraints and dependencies visible
• Daily coordination routines resolve blockers without replacing formal governance
• Remote team protocols establish inclusion, time-zone fairness and participation
• Change readiness assessment identifies affected groups, resistance and reinforcement needs
• ADKAR conversations connect awareness, desire, knowledge, ability and reinforcement
• Project leader energy management protects focus, recovery and reliable judgement

Participants can stabilise delivery, reset expectations and rebuild confidence after project setbacks.

• Early warning indicators combine schedule variance, defects, morale and stakeholder sentiment
• Recovery leadership establishes facts, stabilises work and resets priorities
• After-action reviews capture outcomes, causes, lessons and ownership
• Blameless incident review separates system conditions from individual accountability
• Expectation resets communicate revised scope, dates, risks and trade-offs
• Resilience practices address pressure, boundaries, support and sustainable performance

Participants can convert course methods into a focused leadership plan for an active project.

• Leadership self-assessment identifies strengths, triggers, habits and development priorities
• Personal stakeholder map identifies relationships requiring deliberate attention
• Thirty-day leadership action plan defines behaviours, measures and review dates
• Peer accountability agreements establish check-ins, evidence and constructive challenge
• Lessons-to-actions register converts course insights into project commitments
• Manager conversation plan requests feedback, support and opportunities for practice