Is it possible to be a successful project manager without interpersonal skills?
Citrin: It’s a drawback for sure, but I don’t think it’s impossible. I worked for very good project managers who I thought did not have good people skills, but they had other things going for them. They were extremely intelligent, they were consistent in their approach — it wasn’t always the warmest approach, but you knew what to expect. You don’t have to be best friends with everyone you work with, as long as you understand what’s happening and feel that you’re heard. I think that’s enough. ASK: How do you strike a balance in managing all the individuals on a project and trying to hold them together as a team? Citrin: I spend a lot of time on the floor, and in meeting with groups of various people. We have a core leadership team, 8 to 10 senior leaders, and of course a deputy project manager, but I find I get the best information by being on the floor. I know all 120 people who work on this mission. Something I learned from the previous project manager of MAP, Richard Day, when I was
