In the current era where efficiency with little regards to consequences, boldness that is borderline ruthless, and speed of project execution without care dominates, it’s an important reminder for everyone to think of one of the simplest yet most powerful forces in good management and leadership: being nice. While focus on getting things done is critical, business and project leaders’ behavior—how they communicate, lead, motivate and influence—can make or break an initiative. The best project managers aren’t just taskmasters; they’re skilled at creating environments where people can and want to succeed.
The obvious value of good project management behavior is clear. A collaborative and respectful work culture improves team morale, reduces turnover, and enhances productivity. Studies have shown that employees who feel valued and respected are significantly more engaged, leading to higher-quality outputs and smoother project execution. A manager who leads with kindness fosters trust, making it easier to align stakeholders, resolve conflicts, and drive consensus. Even if the project is workforce reduction, as we are seeing across the country, thoughtfulness and niceties matter. There’s also a hidden value of being nice. Good behavior in project management directly impacts results. Considering workforce reduction projects, the cost of inefficiencies and passive resistance caused by the surviving teams, rattled with survivor guilt, can be toxic. A toxic environment leads to deep organizational issues, resulting in low productivity and morale, delays, budget overruns, and even failure. On the other hand, when employees better understand the rationale for workforce reduction and (hopefully) the remaining employees are safe from further actions, they are more likely and willing to accept new tasks, share ideas, take initiative, and proactively solve problems—essential ingredients for continuing operation.
In today’s increasingly complex business landscape, project managers must do more than enforce deadlines and deliverables. They must be leaders who inspire, listen, and encourage collaboration. “Being nice” is not about avoiding hard decisions or holding back accountability—it’s about leading with emotional intelligence, ensuring that projects don’t just succeed on paper, but thrive in execution. Ultimately, being nice isn’t just another soft skill; it’s a lasting and strategic advantage.
Dr. Te Wu is the CEO and CPO (Chief Project Officer) with PMO Advisory, a Project Management Institute’s (PMI) Authorized Training Partner. The company specializes in project, program, and portfolio management and strategic business execution through its training, conferences, and consulting services. Te is also a Professor at Montclair State University.
