Aussie project managers adopt EQ for better team management, decision-making, and problem-solving

Over half (53%) of Australian project management professionals say the application of a high level of emotional intelligence (EQ) has a significant impact within a project team in helping them to achieve their goals.

Project managers require a diverse set of skills in order to navigate their role successfully. While project management (PM) software is helpful for tracking the work, your soft skills can determine how well you lead people. Emotional intelligence (EQ) plays a pivotal role in this, empowering project managers to identify, understand, and respond effectively to both their own emotions and those of their team and stakeholders.

To explore the influence of EQ in project management, Capterra surveyed 2,500 project management professionals across 12 countries, including 200 Australian respondents.* Our findings show that project managers can lean into collaboration and transparency while using PM tools, then focus on high-EQ strategies for the top EQ challenge: conflict resolution.

Aussie leaders recognise the value of EQ in project management and are increasing its application

Project managers across all surveyed countries report an overall increase in their use of EQ over the past 2 years, possibly due the growing recognition that successful project delivery depends not only on technical expertise but also on effective relationships. This is reflected in Australian PMs reporting an increase of their leadership valuing EQ, with 44% saying they strongly agree, and 48% saying they somewhat agree, that leadership at their company understands the importance of EQ in project management.

As PM software becomes more capable of handling administrative tasks, especially as artificial intelligence (AI) capabilities evolve and mature, and teams more diverse, the ability to navigate emotions, build strong relationships, and manage conflicts has become increasingly critical.

Additionally, the rise of remote and hybrid work has highlighted the need for PMs to engage and motivate their teams in more empathetic and nuanced ways. This shift reflects a broader trend toward valuing soft skills alongside traditional project management abilities.

Four strategies PMs can incorporate EQ with PM software

Nearly half of PMs (55%) say team management is a top area where their EQ has the most positive impact. Successful team leadership includes providing transparent communication, expectation setting, and guidance. High-EQ PMs know how to use the visual representation of projects that PM software provides to their advantage to be a consistent and transparent leader. 

Let’s look at a few examples of common PM software features and how you can use them to promote engagement and provide clarity on expectations.

1. Use PM tools to encourage collaboration between stakeholders

Collaborative teams solve problems and make decisions better and faster than disengaged or siloed teams, and your EQ supports these efforts. In fact, over half of PMs say team management (55%), problem-solving (50%) and decision-making (50%) are the top three areas most positively impacted by their EQ. 

One way to support responsive collaboration is to encourage project-related communication within your PM software. Centralising communication in one platform supports asynchronous, responsive information sharing and ensures that all team members are working with the most up-to-date information. Additionally, collaboration within the tool builds a sense of ownership and accountability, as everyone can see how their contributions impact the project’s success. They’ll be more likely to respond to unexpected roadblocks and jump in to help each other out.

2. Embrace visual aids such as project dashboards during status meetings

Sharing the project’s dashboard during meetings provides a clear, real-time snapshot of progress, ensuring everyone is on the same page about the project’s health. This transparency helps to highlight both achievements and areas needing attention, fostering a collective responsibility for the project’s outcomes. The visual representation of tasks and timelines also encourages accountability, as it is clear who is responsible for each aspect of the project.

3. Use planning functionality to collaboratively and transparently plan

While it may be tempting to create the full project plan and timeline yourself and then present it to your team, a collaborative and transparent approach will have a better effect. You can develop the first draft yourself, but then use your PM software’s planning function to finalise and assign tasks together. This transparency allows the team to see how their tasks align with the overall project timeline and provide input on adjustments needed. This collaborative approach also makes it easier to modify plans as the project progresses, helping the team adapt quickly to changing requirements and roadblocks.

4. Implement project tracking to regularly review risks in status updates

Many PM tools have features specific to tracking risks and can be used in the same transparent manner as the other features discussed above. Whether you review risks during project meetings or schedule focused sessions for risk management, sharing the risk register or assessment feature ensures everyone is aware of potential threats and the steps being taken to mitigate them. Moreover, regularly reviewing these risks together fosters a culture of accountability, where the team is collectively responsible for identifying and mitigating uncertainties.

41% of Aussie PMs say their biggest EQ challenge is conflict resolution

From project priorities to sharing resources and everything in between, project managers are constantly managing stakeholders’ competing goals and concerns. Australian PMs who use their EQ techniques to navigate conflict tend to find better solutions and can even improve relationships. Unfortunately, conflict resolution is the top reported area of EQ PMs report struggling with the most to adopt or demonstrate.

Here are some effective strategies to try the next time conflict arises.

1. Practice self-regulation to de-escalate conflict

A third (33%) of PMs report struggling with self-regulation, which involves staying calm, composed, and focused on the issue at hand rather than reacting impulsively or escalating tensions. Although you might be feeling frustrated or angry in the moment, the goal is to not outwardly display or direct those emotions at others.

• For example, if a heated argument breaks out during a project meeting and tensions run high. Take a slow breath in and openly acknowledge the conflict in a neutral manner. Then call for a break. Keep an eye out for the most heated people, or those continuing the conflict during the break, and intervene politely and calmly. 

2. Establish mutual objectives to find common ground

Focus on finding common ground by identifying shared goals and interests. Ask probing questions about your mutual objectives and discuss collaborative solutions rather than dwelling on differences. Be open and clear that you want to deliver the best possible outcome for all parties and the best way to do so is to find the common ground and work together from there. Over a third (34%) of Australian PMs report struggling with relationship management, and this approach can help build stronger foundations in your key relationships.

• For example, if two departments are in conflict over the prioritisation of project tasks, you can schedule a joint meeting. Start by emphasising the shared interest in the project’s success and then encourage each side to list their priorities, looking for overlaps. After the meeting, update the project plan accordingly and share with the entire team.

3. Develop clear lines of communication and solicit feedback

After a conflict has been resolved, provide constructive feedback to the involved team members and stakeholders by focusing on specific behaviours and their impact. Avoid placing blame or drawing character conclusions, and instead focus on what you need from them the next time tensions rise. You may find using a 360-feedback tool is helpful to gather and maintain what was discussed and suggested. Thirty-four percent (32%) of Australian PMs report struggling to communicate their needs/expectations and feedback sessions can be a good avenue to do so.

• For example, schedule a one-on-one session with the team member who initiated or escalated a tense situation. Be transparent and supportive about the purpose of the discussion, giving them space to share openly. Keep a neutral tone but clearly state how their behaviour impacts the team and project and what your expectations are for them going forward. This approach should encourage them to seek your support earlier on in conflict and allows you to re-establish expectations.

These EQ-based techniques help manage emotions effectively and promote a positive and solution-oriented approach to resolving conflicts.

EQ is fundamental for project success when integrated with PM software

Think of EQ as one layer in the foundation for personal and team success, enhancing your ability to lead, problem-solve, and resolve conflicts effectively. By integrating EQ with the technical capabilities of project management software, PMs can foster stronger team dynamics, drive better decision-making, and ultimately achieve more successful project outcomes. As the demands of the role change, those who prioritise and develop their emotional intelligence will be better equipped to navigate the complexities of modern project management.