Every project manager knows to execute projects on time and on budget. And good project managers also take pains to meet project requirements consistently. But truly great project leaders go above and beyond. Among other things, not only do they execute projects within scope; they are accountable, strategic business partners fully vested in organizational success.

Much has changed in 2020. Managing projects has become more complex as a result of COVID-19. If you're looking to stand out and take your project management career to the next level, the following traits of highly effective project managers will show you the way. Coupled with the necessary technical skills, these attributes will place you in higher demand as a project manager, providing a strong foundation that will enable you to adapt to the continually changing dynamics of a project while putting your stakeholder's needs first above all else.

1. A strategic business partner

Project managers who can offer higher-level strategic leadership skills, not just technical management skills, provide significant advantages for organizations of all sizes. Since the start of the pandemic in early 2020, there are far more complex factors, both internal and external, that can negatively impact projects of all types. Such factors include triple bottom line (economic, ecological, and social outcomes), legal and legislative restrictions, remote project issues, and international and cultural factors — not to mention significant resource constraints and delays.

Factors such as these create additional hurdles that a project manager must contend with. If you don't have a strong understanding of how your project fits within the overall company-wide strategic goals, you significantly hamper your chances of delivering effective outcomes. Executive project management offices (EPMOs) focus on this connection and increase project, program, and portfolio success rates.

2. Stakeholder-focused

COVID-19 has devastated companies and individuals worldwide, making it difficult to focus on stakeholder needs versus personal and family hardships. Nonetheless, as professionals, good project managers can separate their personal needs from that of project stakeholders. They deliver their best job performance at all times, regardless of personal bias or needs. This is the level of focus that companies have come to rely on in the project management profession — and what makes top candidates stand out.

3. Generous with credit to others

The contributions of others strongly impact a project leader's effectiveness on his or her team. Highly effective project managers share credit for work well done and encourage all members to participate and contribute at their highest levels. Rather than try to be a jack of all trades, leverage others' knowledge and skills on the team. This simple but effective tactic will significantly increase the likelihood of achieving goals.

4. A skilled motivator

A project manager’s ability to communicate with and influence a variety of stakeholders is paramount to project success. After all, you need to find ways to motivate workers over whom you have no direct influence yet who can make or break a project. Instilling confidence in the minds of stakeholders and sponsors is necessary, particularly if and when there is a need to approach them with changes in the scope of the project. You must demonstrate respect for team members, stakeholders and sponsors at all times if you are to receive their respect in turn. It’s almost impossible for projects to progress in the right direction and on time without respect and motivation, especially from sponsors and stakeholders.

5. Fully vested in success

Highly effective project managers believe in their work, and they are fully vested in seeing a project from initiation to close. This mindset helps achieve the best results throughout the project. Be completely involved in all professional aspects of the project, its activities, and its people. Avoid overextending yourself if you want to maintain professional integrity and stakeholder satisfaction. John Paul Engel, president of Knowledge Capital Consulting, says engagement, resilience, and the ability to maintain a high level of both client and team satisfaction are the keys to generating results.