After leading transformation programs for more than a decade, I’ve come to believe that the most underrated skill in program management isn’t planning, reporting, or governance.
It’s relationship building.
I’ve seen projects recover from missed milestones, resource constraints, and shifting priorities when trust existed between teams. I’ve also seen well-structured programs struggle when stakeholder relationships broke down.
Tools, methodologies, and dashboards matter, but they don’t replace the ability to build credibility, navigate difficult conversations, and align people around a common objective.
For those leading large programs or teams, what skill has had the biggest impact on your success that isn’t typically taught in project management training?
Based on the most helpful WSO content, the ability to build and nurture relationships is indeed a highly underrated skill across various industries, including program management, investing, and consulting. Relationship-building goes beyond technical expertise and plays a pivotal role in aligning stakeholders, fostering trust, and navigating challenges effectively.
For example: 1. In Investing: Analysts who focus solely on extracting information during management meetings often miss the opportunity to build rapport and provide valuable insights to management. Engaging with stakeholders as people, rather than just sources of data, can significantly enhance outcomes. 2. In Consulting and Leadership: Emotional intelligence, the ability to connect with people at all levels, and fostering trust are critical. These skills often outweigh technical prowess when it comes to scaling businesses, managing teams, or driving change. 3. In Private Equity and Team Management: Strong interpersonal skills help leaders avoid extremes like micromanaging or being too hands-off. Instead, they can focus on coaching and mentoring, which are essential for long-term success.
Relationship-building is not just about being personable; it involves understanding motivations, aligning goals, and maintaining credibility. This skill is often developed through experience and intentional practice, as it’s rarely emphasized in formal training programs.
Sources: Underrated Skill in Investing, Q&A: Non-Target to Strategy Consulting to Director, How to identify strong management team?, Strategy& Ex Employee - Q&A, To Those Who's Had A Successful Career In CRE, What Advice Do You Have For Younger Generations?
Having very structured meetings when asking for updates. Holding people accountable and having documentation on it.
Having a lot of patience is key. If you can avoid it, try not to blind side your client with deliverable delays.
A lot of things will be out of your control, no matter how hard you try to keep things in check.
Difference between a quality and a mediocre PM is night and day.
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