Trust is an important element in building working relationships with the key stakeholders in a project team. Without trust delivering a successful project becomes very difficult. When a Project Manager first joins an organisation the first couple of weeks are key to building the trust with your project colleagues. You need them to believe you have the experience and skillset to manage and drive a project to completion. Trust is not a given and it will take time to build but having confidence in your own ability is key too. Organisations do not hire project manages if they don’t trust them to deliver and the expectation is that they do deliver. If the Project Manager builds the trust of the key stakeholders, then this becomes easier. Some points to consider;

• It may seem obvious but to be a Project Manager you need to be able to manage people effectively.

• Part of this is the ability to delegate tasks & most importantly trust owners & project team members to execute these.

• Tasks have to be completed on time and with the required quality so carefully managing people is key.

• You need to be fully aware of team members working styles & personalities and assess as soon as possible how best to manage them.

• As a Project Manager responsibility falls on you for project success or failure and you don’t want an incompetent, inactive or unproductive team member effecting project delivery adversely.

• Therefore, trust the team members you believe are wholly competent & will deliver.

• Manage the team members closely you believe may cause you problems but don’t micro manage.

• Micro management will cause resentment and the relationship with these team members will become strained & toxic.

• Understand any obstacles, issues, and bottlenecks preventing stakeholders completing their tasks and work together to find a solution.

• It may need you to get stuck in to the low-level detail to help team members but do not let it adversely affect you managing the project.

• Find the right balance here between task delivery and project delivery.

• Gain trust of stakeholders and don’t lose this trust- it works both ways, stakeholders need to know you are a competent Project Manager.

• There is no doubt some stakeholders need to be pushed harder to deliver tasks.

• Do not be afraid to confront stakeholders if they are not pulling their weight adequately.

• However, be very careful not to damage the working relationship.

• Reporting & escalating issues to the project sponsor can be needed but only when all other avenues have been exhausted.

• Trust is important but as a Project Manager you can’t let unproductive or disinterested stakeholders sabotage and delay your project.

• Put 1:1s in stakeholders diaries so you manage progress.

• Build the working relationship by using small talk.

• This can help break the ice and make it less formal whist still remaining professional and keeping the eye on the prize.

• Without trust you will find it extremely difficult to engage with stakeholders.

• Use kick-off sessions for introductions & gauge personalities.

• Learn working styles as project develops.

• Learn the communication styles and platforms stakeholders want and balance this with your needs as a Project Manager.

• Create and share the communication plan & get stakeholders to agree to it.

• Demonstrate your skills & experience as a Project Manager and gain stakeholder’s trust.

• Do this by doing what you do best, managing project delivery through the project phases.

• Remember by having a trusting working relationship with stakeholders that works both ways, you are now one step closer to a successful project.