Soft options for hard places and unsupported projects. 

Senior project managers may be frustrated occasionally by a project lack of support or buy-in from senior mangers or senior executives, making it difficult to secure resources, resolve conflicts, or drive strategic projects forward. 

Now whilst it’s valuable to have supportive and ‘bought-in’ executives it’s important for senior project managers to be able to secure resources, resolve conflicts and drive strategic projects forward themselves, and build and secure executive support when need.  

Senior project managers typically handle work which is complex, contentious, higher risk or politically sensitive. It’s important therefore that they develop the project management soft skills necessary to navigate the challenges, lack of management support can pose, when driving projects forward.    

Reasons for lack of management support 

If a Senior project manager feels they lack executive support, it’s important to dig deeper and understand why that is. 

What kind of relationship does the project manager have with the executives involved? If they haven’t yet built high levels of trust, goodwill and a strong emotional connection start there. Use soft skills to proactively manage and improve the emotional bank accounts with those involved. 

Project lack of support – Is it me? 

Ask yourself what your track record is like on the project and recently in general? What profile and reputation do you, as a senior project manager, enjoy amongst the executives? If the project is currently off-track, troubled, or failing, executives can sometimes distance themselves from project. Whilst success has many fathers’ failure (or potential failure) is an orphan, as the saying goes. 

Contentious projects 

You may also struggle for executive support where the project, or aspects of it,is or are contentious. Moreover it’s not uncommon for senior project managers to deliver projects which, whilst strategically important, are deeply unpopular in some parts of a business.  

In such situations the politics may be complex. So there may be a limit to the support you may be publicly given. Alternatively, In extreme situations you may even find yourself being tasked with delivering a project with public support, but which individual executives do not privately support or agree with.  

Benign overload

Or are the executives involved simply overloaded or have pressing matters elsewhere to deal with? Your project many be one of many that they have an interest in, together with wider business concerns or pressures they are dealing with.   

Project soft skills are useful in dealing with poor buy-in and project lack of support

Whatever the cause, dealing with a lack of management support can be challenging for senior project managers, but developing and leveraging soft skills can help navigate this situation more effectively. Here are some project management soft skills strategies that can help: 

Effective Communication:

Senior project managers should communicate clearly and persuasively to articulate the importance of their projects and the support needed from management. They can use compelling narratives and data to illustrate the project’s potential impact on the organization. 

Building Relationships:

Cultivating strong relationships with key stakeholders, including upper management, can help senior project managers gain support for their initiatives. By demonstrating trustworthiness, reliability, and competence, they can earn the respect and backing of decision-makers and influencers. 

Influence and Persuasion:

Using their interpersonal skills, senior project managers can influence decision-makers by highlighting the alignment of the project with organizational goals, addressing concerns, and presenting viable solutions to potential obstacles. 

Negotiation Skills:

Senior project managers may need to negotiate with management to secure resources, support, or changes in direction. By understanding the interests and priorities of both parties, they can find mutually beneficial solutions and reach agreements that satisfy everyone involved. 

Emotional Intelligence:

Senior project managers should also remain composed and empathetic when facing resistance from management. Understanding the underlying motivations and concerns of decision-makers can help them tailor their approach and address objections effectively. 

Strategic Thinking:

Taking a strategic approach to project management, senior project managers can align their initiatives with the broader organizational strategy. By demonstrating the value of their projects, in achieving long-term objectives, they can garner greater support from management. 

Adaptability:

Flexibility is key when dealing with a lack of management support. Senior project managers should be prepared to adjust their strategies, timelines, and expectations in response to feedback or changes in organizational priorities. 

Persistence and Resilience:

Despite facing obstacles, senior project managers should remain persistent in advocating for their projects and resilient in the face of setbacks. By maintaining a positive attitude and continuing to pursue opportunities to engage with management, they can eventually gain the support they need. 

Seeking Allies:

Identifying and enlisting allies within the organization who can advocate for the project can strengthen the senior project manager’s position. These allies may include colleagues, department heads, or influential individuals who can help champion the project to higher levels of management. 

Demonstrating Value:

Senior project managers should continuously demonstrate the value and progress of their projects through regular updates, reports, and presentations. By showcasing tangible results and positive outcomes, they can build credibility and generate support from management over time. 

Being proactive in dealing with project lack of support

Little or no project support is a challenge all project managers will face at some point. By developing and applying project soft skills however, they can better navigate the frustration of managing projects without sufficient management support, and increase the likelihood of success. 

So where senior project managers find themselves delivering projects in ‘hostile environments’ or where the executives are simply distanced, detached, distracted or disinterested, project managers will need to be creative, diplomatic, resourceful and persuasive in securing resources, resolving conflicts, and driving strategic projects forward. And for this they will need well developed project soft skills, such as mastery of the emotional bank account, and experience in using them.