The Psychology of Impact: Why Project Management Needs Emotional Intelligence

When I started my professional journey, I was trained as a psychotherapist. Back then, I didn’t expect that this background would one day become one of my strongest assets as a project manager and innovation consultant.

But the more complex and purpose-driven the projects became — whether in EU-funded research, social innovation, or industrial sustainability — the more I realized:
Hard results require soft skills.

Whether you’re guiding a cross-border research consortium, helping a startup bring its product to market, or navigating public funding bureaucracy — the biggest challenge is rarely the idea. It’s the people.

Emotional dynamics drive real progress

Over the years, I’ve seen technically brilliant projects stall because of unspoken tensions, clashing expectations, or simply a lack of trust. And I’ve seen modest ideas gain real traction because the team felt safe enough to commit, speak up, and solve problems together.

Some things I’ve learned along the way:

• Clarity is kindness. The earlier people know what’s expected and what’s at stake, the easier it is to focus energy in the right direction.
• Tension is not a threat. It’s often a sign that something important is being touched — if addressed with care, it opens doors instead of closing them.
• Listening beats convincing. Most resistance disappears when people feel heard — not argued with.

Stop to take a break every now and then!

I am so grateful to experience moments like these when I am on one of my business trips. This shot was taken on the west coast of Ireland from the terrace of a small hostel. The quick dip in the brisk ocean the next morning was the cherry on the cake. Anyhow, it’s moments like these that help me reflect on projects and the systemic implications. Make sure you always get enough time off in between busy phases too.

Emotional intelligence is not a luxury. It’s project infrastructure.

This doesn’t mean we need therapy in every project meeting (although sometimes that wouldn’t hurt). But it does mean that awareness, transparency, and empathy are structural tools. They’re what allow teams to move forward when things get messy — and they always do.

Especially in projects with real-world impact, we deal with uncertainty, with different cultures and interests, with tight funding rules and high expectations. In these contexts, EQ is not a soft extra — it’s hard currency.

What this means for how I work

I’ve made it a habit to ask a simple question when kicking off a new project:
“How do you want to feel throughout this project — and what might get in the way?”
You’d be surprised how rarely this is asked. And how powerful the answers can be.

This approach has helped me:

• build stronger partnerships across sectors and borders,
• defuse conflict before it escalates,
• and create environments where people feel secure enough to innovate boldly.

Even rocks can be formed.

Of course, it takes a significant amount of persistence and time to mold a rock. The sea doesn’t care about time — it simply does what it’s meant to do.

I believe that, as humans, we also have the power to transform things with the right mix of vision, intention, strategy, and perseverance.

Projects often reach a point where you feel stuck or that nothing is moving — but staying with it may be exactly what’s needed in that moment.

If you’re reading this and managing your own team or project, I encourage you to reflect not just on what you’re building — but how you’re holding the space in which it’s being built.

Impact isn’t just in the outcomes.
It starts in the relationships that shape them.