We’ve written before about the attributes that make a project manager or programme manager really great. From listening skills to a cool & collected composure, there are a variety of emotional and intellectual characteristics that make PMs good at what they do, regardless of the type of project at hand or the sector, they are working in. Are there particular attributes that PMs in the public sector, third sector and other ‘social good’ organisations such as health techs need to have though? In our opinion, the answer to that question is - yes
The environment in ‘social good’ sectors, and the goals being worked towards, are inherently different than those of big corporates in the private sector, for instance. While there are some fundamentals that all good PMs must possess – excellent skills in communication, evidence-based decision-making abilities, a natural sense of leadership, and so forth – the unique political and ethical environment in the public and third sector means that PMs need an unrivalled set of ‘soft’ skills.
As such, when recruiting a PM for ‘social good’, we tend to look less at the ‘hard’ skills (which type of PM training a candidate has, their years of experience, etc.) and really drill down on the softer characteristics (personality attributes, dedication to the organisational and project purpose, political nous etc).
Our top 5 things to look out for include:
1. Political prowess
Excellent project managers have a high degree of political nous. They are great in understanding the political environment they operate in and are able to form alliances, negotiate and bargain effectively to achieve outcomes. That means they have the personality and persuasive skills to go into a boardroom, quite often with difficult people, and have their voice properly heard.
You’ll also understand the impact government policy and politics has on the wider commercial world and be up-to-date politically.
While not absolutely required, a passion for politics can also be a bonus. You will stay savvy by following the likes of @PubAffairs, @PRWeekUKnews and @UKparliament and reading the news religiously.
2. Passion for social good
As a project manager or programme manager in the public or third sector, you will be dealing very closely with matters of great societal importance. Often, you’ll be involved with very vulnerable parts of the community and helping successfully implement projects that will impact the lives of many. You’ll likely work in delicate and highly important fields such as children’s’ social care, adult social care, health, education, environment and so forth.
As far as we are concerned, you must be passionate about ‘social good’ outcomes to make a truly impactful PM in the public sector, third sector or social good organisation. In return, you’ll have the satisfaction of doing work that truly ‘makes a difference’.
3. Be a change agent
The only constant in the world of public policy and governance is change. At the drop of a hat, budgets might be cut, resources may disappear, people could come and go. The landscape is ever-changing. Excellent project managers instinctively enjoy the thrill and uncertainty that comes with change and are adverse to long periods of predictability. Just as importantly, they will encourage confidence in colleagues during these crucial moments.
4. Display empathy
Empathy refers to the awareness of and sensitivity to the experiences, thoughts, and feelings of others. As the purpose of many programmes and projects in the public and third sectors is to help others, an inherent sense of empathy is something a great project manager has. Empathy also enables you to connect deeply with members of the team in order to get the bottom of any problems and issues that may be arising throughout the project’s lifespan and resolve them sensitively and effectively.
5. Practice patience
For a number of reasons, things can move a little slower in the public and third sectors. Budget constraints, reporting practices and the need for scrutiny when it comes to spending tax money can make a PM’s life in the “social good” sector challenging. Then
there can be all those tedious sign-off procedures and other bits of bureaucracy, not to mention the moods and high tensions that can arise when difficult circumstances and times of crisis hit. As they say, patience really is a virtue.
It takes a special breed of project manager to tackle to the complex public or third sector environment, but finding the right person for the job will without a doubt be worth it.