By Ruth Phillips
The Real Challenge
When I ask the delegates attending Parallel Project Training’s project management courses about their biggest challenges, one answer is always on the list: communication problems. But here’s the thing, it’s rarely about a lack of communication. We’re all sending emails, making calls, and scheduling meetings. The real issue is the lack of effective communication and the failure to prompt the desired action.
Recent research backs this up and consistently highlights the crucial role of high-quality project communication in determining project success. A study by Pirozzi et al. (2025)[1] found that organisations with effective communication practices are significantly more successful in meeting their original goals and business objectives, often by nearly 50% more than low-performing organisations. They also found that these organisations meet time constraints almost twice as frequently. This is corroborated by a Project Management Institute (PMI) study (2018)[2], which identified inadequate or poor communication as a major cause of project failure in almost 30% of cases. The consensus among researchers is that communication isn’t just about sending information; it’s about ensuring the message is received and understood in a way that prompts the desired action and helps to mitigate risks.
This hit home for me recently on a drive through the Worcestershire countryside. As I navigated the winding roads, I noticed the speed radar signs that dot the villages. Most were pretty generic and often officious: a stern “Slow Down!” or just my speed in red. For many drivers, these signs were easy to ignore, and they seemed to provoke indifference or even ‘defensive defiance’, as there was little discernible change in some motorists’ speed. The message was sent, but it wasn’t received in a way that prompted the desired action.
Then I saw one that was different.
As a car ahead of me approached a village, the radar sign registered its speed at 36 mph and flashed “BOOOOO!” in big red letters underneath. This immediately caught the driver’s attention, and they slowed down. The sign then changed to a green speed display of 29 mph, with the word “LEGEND!” underneath.
Who doesn’t want to be called a legend?
When I passed the sign, I was already within the speed limit and was rewarded with the same green “LEGEND!” message. I laughed out loud and actually reduced my speed further.
This sign was a brilliant example of effective communication in action. It sent the same core message (“slow down!”) as all the others, but it did so in a way that was simple, to the point, and, most importantly, engaging and memorable. It didn’t just communicate; it prompted a positive behaviour change. The humorous, non-threatening tone worked where a more directive, generic message had failed.
So, what can we take from this “LEGEND!” sign and apply to our projects?
1. Know Your Audience and Their Motivation
The radar sign understood its audience: drivers who don’t want to be perceived negatively and who respond to positive reinforcement. In project management, this means tailoring your message to who you’re talking to. A technical detail for the engineering team is just noise to a stakeholder focused on budget. A clear, high-level summary for an executive is unhelpful to the team member who needs specific instructions. Understand what motivates your audience and what information they need to act.
2. Make it Simple and Action-Oriented
The sign’s message was a one-two punch: a clear display of the speed followed by a simple, impactful word that prompted the desired action. Project communication should be similar. Don’t bury a key request in a long email. Be direct about what you need, from whom, and by when. Make it easy for people to understand their role and what their next step is.
3. Use the Right Tone
The “BOOOOO!” and “LEGEND!” sign succeeded because it used a clever, humorous tone that was memorable and engaging. It built a rapport with the driver rather than making them feel scolded. Think about the tone you use in your project communications. Are you always formal and directive, or do you know when to use a more conversational, approachable tone to build trust and encourage collaboration?
4. Communicate Now
The “LEGEND!” sign works because it provides immediate feedback. You don’t have to wait for a weekly report or a quarterly review to know if you’re doing well, or not. The moment you slow down, the sign gives you a positive, real-time response. In projects, we often get caught up in planning for the future or reporting on the past. While these things are important, don’t forget the power of pro-active, immediate, and in-the-moment communication. Need to fix a small issue? Don’t procrastinate: talk to the person now, not in a week’s time. Just as with the sign, this real-time communication can be a powerful motivator and help keep your project on track.
5. Close the Loop and Reinforce Positive Action
The sign didn’t just tell the driver to slow down; it recognised and rewarded the positive change in behaviour. In project management, this is crucial. When a team member delivers great work or meets a tight deadline, acknowledge it by giving them appreciative feedback. Celebrate small wins and provide specific positive feedback immediately. This reinforces positive behaviours and keeps your team motivated.
Recent academic studies have focused on the specific elements that contribute to communication quality, especially in diverse and remote teams. A study by Ukoha (2022)[3] identified four key themes for effective stakeholder communication:
- A clear message and communication
- Frequent engagement
- Transparency
- Active listening.
This research emphasises that project managers must not only deliver information but also tailor their approach to different audiences, taking into account their communication needs, preferred methods, and cultural backgrounds. The research suggests that the quality of communication is deeply intertwined with the ability to foster trust, collaboration, and a shared understanding of project goals among all stakeholders.
The most successful projects don’t view communication as just sending information; they communicate in a way that makes people listen, understand, and, most importantly, act. So next time you’re crafting a project update or sending out a task list, ask yourself: Is this just another generic sign, or is it a “LEGEND!” message that will actually get results?
[1] Pirozzi, M, Apponi, F, Liburdi, E, Quagliarini, A, Remediani, E (2025). Effective Project Communication: Navigating Stakeholder Engagement in the AI-Powered Era; PM World Journal, Vol. XIV, Issue I, January.
[2] Project Management Institute, 2018, PMI’s Pulse of the Profession 2018 – 10th Global Project Management Survey – Success in Disruptive Times, Project Management Institute.
[3] Ukoha, Joshua Ukoha, “Project Management Communication Strategies to Engage Stakeholders and Improve Project Performance” (2022). Walden Dissertations and Doctoral Studies. 13858.
