Women in Projects conference on PMI UK

You are here:


by María Solana

Nowadays, many of us work in changing environments, with a lot of uncertainty where teams are increasingly diverse from every point of view.

As a matter of fact, and to illustrate this, I would like to mention that the PMI created the Talent Triangle identifying the facets that must be addressed by a project manager (has to know the PM techniques, strategy, and of course leadership), and recently PMI has evolved it, adapting the three concepts to today’s projects. 

To put it in a nutshell, leadership is not enough, as a project manager has to navigate in complexity and deal with really different situations and teams, each team is absolutely unique. So, for that reason we have to talk about power skills like negotiation, proactivity, empathy, resiliency… because are fundamental.

Whenever I create a new team, I always take into account 5 key factors.

My experience has shown me that there are some crucial factors that can create internal conflicts and biases within the team. This will have a negative impact on the team’s dynamics and overall efficiency, leading to lower productivity and suboptimal outcomes in the project.

By taking a holistic approach, I can create a more diverse and balanced group that can draw on a wider range of perspectives and experiences. And, what is more important, I can identify and implement an adequate strategy to identify challenges in the team and also identify how to balance the different expectations and ways of working.

I fully agree with the main point of this conference regarding the importance of gender balance in teams.

In my experience, I have also found that integrating good practices and promoting change is better accepted by younger workers than by older staff.

This highlights the importance of considering the generation gap when forming a team. So in my point of view, this is the second factor to be considered. A balanced mix of experience and fresh perspectives is key, with younger team members often more flexible and open to change, while older staff may struggle to adapt to new ways of working. To address this, I always ensure that there is a key member of the team with a strong reputation who can help, guide, and mentor newer or less experienced team members.

The third factor to be considered is culture. Working on projects with people from diverse backgrounds requires an understanding of different communication styles and different perceptions of value.

It is essential to build a culture of respect and openness, where team members can learn from each other and work together effectively.

The forth factor to take into account when forming a team is: language.
Clear communication is critical for project success, and language barriers can hinder collaboration and cause misunderstandings.

I make sure that all team members have the necessary language skills or access to translation services to ensure effective communication.

As a woman in a leadership position, I strongly believe that the key to success in any team is to recognize and value the unique contributions of each member. It’s not about including individuals just for the sake of diversity, but rather for the specific value they bring to the team.

In any team, some members may have more influence or weight in certain areas than others. The key is to identify these strengths and weaknesses and design a strategy that maximizes the team’s potential. This may involve clear leadership by one person or empowering the team through collective responsibility and self-management.
I firmly believe that each team member has something to contribute, regardless of their gender, nationality, or any other factor. It’s their skills and abilities that truly matter. By embracing diversity and valuing each individual’s contributions, we can create teams that are stronger, more effective, and more successful.

In conclusion, when forming a legal team, it’s important to take a comprehensive approach that considers a variety of factors, including gender, age, cultural background, personality types, and skills.

By creating a diverse and balanced team and fostering a culture of inclusion, we can overcome internal biases and conflicts, and work more efficiently and effectively towards our goals.”

María Solana Seguí

Lawyer & Civil Mediator.
Legal Project Manager®.
Lecturer of Executive Education and Master´s degrees: Europa Business School Amsterdam, EOI, Miguel Hernández University.
Registered as Lawyer at the Foreign, Commonwealth & Development Office (FCDO).
Member of the International Network of Jurists and Experts on Vulnerability (INJEV).

Share this post:

Discover more articles