yet. And that was a disaster. Experiment #3 No one should be allowed near the clients. All those working directly with the client must have not only technical knowledge (hard skills), but also good communication skills (soft skills). Such people must be self-confident, well motivated and able to represent the company at the highest level. If this is not the case, big problems will not be long in coming. The consequences were obvious: due to several such unsuccessful meetings, we lost two clients. It was a very painful blow. All uk dataset these clients were stable and brought in good income. But due to the incompetence of the PM, who were unable to organize communication correctly, the clients lost trust and decided to break off cooperation with us.
For us, it was a huge blow, and not only financial. What happened next? Our project manager quit, as planned. But the new PM team we had high hopes for also didn't live up to our expectations. As a result, the whole gang left, and I decided to take on the role of project manager myself. It was a tough time, but I knew it was better to personally control the processes than to take another risk. We reviewed our approaches to recruiting. First, we hired a professional HR specialist who helped us build the right system for recruiting personnel. Then we found a project manager who met all our requirements - someone with experience, well motivated and able to work with clients at a high level.
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