PMI-SAC July Newsletter Interview

More Than Metrics: The Power of Emotional Intelligence in Project
Leadership

Deadlines. Deliverables. Dependencies. Project leaders are trained to manage them all. But what happens when the biggest challenge isn’t in the Gantt chart but in the room?

In this month’s spotlight, we sat down with Ifeoma Anomneze, a powerhouse project leader whose career spans oil & gas, government, education, and IT. She shares how leading with EQ not just IQ has shaped her success, especially when influence matters more than authority. From handling high-stakes tensions to building trust without a title, Ifeoma offers honest insights, sharp advice, and a reminder that the strongest leaders are the ones who know when to pause, listen, and lead with heart.

1. To start off, could you please introduce yourself to our readers? Tell us a bit about your background and your current role.
   
   My name is Ifeoma Anomneze, and I’m a certified Project Manager with over 12 years of experience leading complex, high-impact projects across various sectors, including higher education, oil & gas, government, and IT services. I currently work at Thesis, where I manage the implementation of Student Information Systems (SIS) for post-secondary institutions. My role spans the full project lifecycle from planning and stakeholder engagement to integration, testing, and go-live. A key part of what I do involves aligning business processes with system capabilities, managing project risks, and ensuring that automation and data migration components are delivered successfully. I also collaborate closely with cross-functional teams to help institutions prepare for a smooth transition and long-term success.
   
   
2. How would you define Emotional Intelligence (EI) in the context of leadership and project management?
   
   Emotional Intelligence is the ability to recognize, understand, and manage your own emotions, while being aware of and responsive to the emotions of others. In leadership and project management, EI is essential for creating an environment where people feel heard, respected, and motivated to perform at their best.
   
   Effective leaders don’t just focus on timelines and deliverables, they also understand how to lead people through change, manage conflict with empathy, and adapt their communication to suit different individuals and situations. As a project manager, EI allows you to build trust across stakeholders, navigate high-pressure scenarios with composure, and foster a collaborative team culture. In my experience, EI isn’t just a soft skill, it’s a leadership strength that directly contributes to project success.
   
   
3. Can you share a specific moment in your leadership journey where emotional intelligence made a meaningful difference?
   
   One moment that stands out was during a Front-End Engineering Design (FEED) project in the oil and gas sector. We were heading into a major design review milestone, and tensions were rising between the process engineering and project controls teams. Deliverables were behind, expectations were misaligned, and it was clear that stress was starting to outweigh collaboration. You could feel the pressure before you even entered the meeting room. Recognizing the signs, I stepped back and shifted the focus from chasing deliverables to addressing what was happening with the people behind them. In our next coordination meeting, I acknowledged the pressure everyone was under and gave each team space to speak openly, without blame or defensiveness. I listened carefully, clarified the root issues, and helped reframe the conversation around shared goals and accountability. That pause and reset made all the difference. With some empathy, humour, and honest dialogue, we clarified roles, adjusted the schedule based on realistic capacity, and got everyone moving in the same direction again. It was a valuable reminder that even in technically demanding projects, emotional intelligence is the leadership skill that holds everything together – and sometimes, the most productive thing you can do is stop, listen, and reset the tone in the room.
   
   
4. What practical habits, tools, or self-reflection practices would you recommend to someone looking to grow in this area?
   
   Emotional intelligence isn’t developed overnight; it’s built through consistent reflection, intention, and practice. One habit I recommend is making time for regular self-check-ins, especially after high-pressure meetings or difficult conversations. Rather than just moving on, take a few moments to reflect. A few questions to ask are: Why did I react the way I did? What assumptions was I making, and were they accurate? How did my response impact others? These questions help uncover emotional triggers, clarify thought patterns, and improve interpersonal awareness. Active listening is another valuable practice. In fast-moving projects, it’s easy to listen to respond rather than to understand. Slowing down, staying present, and observing what’s said – and unsaid – builds trust and improves communication. Ultimately, emotional intelligence isn’t about perfection, it’s about being present, learning from each interaction, and leading with intention.
   
   
5. How can project managers spot and address their own emotional blind spots or triggers?
   
   Emotional blind spots often show up during moments of stress, like frustration, defensiveness, or overreacting to a situation. These reactions can signal deeper issues, such as feeling out of control or misaligned expectations. One way to spot them is by looking for patterns. If certain situations or people consistently trigger a strong response, that’s worth exploring. Taking a few minutes after key meetings to reflect “what just happened? Why did I feel that way? “can help build awareness. Feedback is also essential. Trusted colleagues or mentors can offer a helpful perspective, especially when something said doesn’t match how it was received. The goal isn’t to remove emotion, but to recognize it and create space to respond more intentionally. That pause can make all the difference in leading with clarity and impact.
   
   
6. What common mistakes do leaders make when they overlook or underestimate emotional intelligence?
   
   When emotional intelligence is overlooked, leadership can become overly task-focused at the expense of people. One common mistake is assuming that logic, timelines, and deliverables are enough to keep teams aligned. But in reality, unresolved tension, poor communication, or lack of psychological safety can quietly derail progress, no matter how strong the plan is. Leaders may also misinterpret silence as agreement or mistake compliance for engagement. Without emotional awareness, it’s easy to miss signs of burnout, frustration, or disengagement until they show up in missed deadlines or turnover. Another mistake is reacting too quickly under pressure, making decisions or giving feedback without considering tone, timing, or context. This can damage trust and create resistance, even among high-performing teams. Ultimately, underestimating emotional intelligence limits a leader’s ability to influence, connect, and adapt. Projects don’t just succeed because of good planning, they succeed because people are supported, heard, and motivated along the way.
   
   
7. Are there any situations where practicing emotional intelligence too much or in the wrong way, can actually backfire?
   
   Yes, emotional intelligence is a powerful leadership tool but like any skill, if misapplied or overused, it can create unintended consequences. One example is over-empathizing to the point where decisions are delayed, or accountability is avoided. When leaders become overly focused on maintaining harmony, they may hesitate to give honest feedback or make tough calls. This can lead to unclear expectations, poor performance management, or a lack of progress. Another risk is using emotional awareness to manipulate rather than support, for example, tailoring messages to influence outcomes without transparency. That erodes trust over time, even if the short-term result seems positive. There’s also the potential to absorb too much emotional weight from others, especially in high-stress environments, leading to burnout or blurred boundaries. Emotional intelligence works best when it’s balanced with clarity, courage, and accountability. It’s not about avoiding conflict or always keeping the peace, it’s about navigating challenges with awareness, empathy, and integrity.
   
   
8. If you could go back and give your younger self one piece of advice on EI in leadership, what would it be?
   
   Don’t take everything so personally. Not every tough conversation is a failure, and not every delay is your fault. The ability to stay grounded and separate emotion from identity is just as important as empathy. Emotional intelligence isn’t about avoiding difficult moments; it’s about navigating them with self-awareness and resilience.