There are many project management systems out there. From Gantt Charts to Asana, there are lots of ways to organise a project. The danger is that people feel like project management is an exam in data entry form-filling rather than focusing on how to get things done.

On our Project Management training courses at Aspire, we have delegates with a range of different working methods and levels of experience. We draw on many theoretical and practical approaches, encompassing elements of task and people management, to support managers as they embark on their next projects. Here are some of the questions that often crop up in the training room:

How can we adopt proper project management without getting bogged down in endless admin and systems?

Project management is more about human alignment and resource stewardship than generating endless Gantt charts nobody reads. That means finding the lightest, most appropriate structure to keep people aligned and bring a project to a clear, successful conclusion.

So before picking a system, it’s important that anyone managing a project understands the underlying principles and shared language around the Project Cycle:

• Start & Plan: Setting well-defined outcomes and mapping the essentials rather than documenting every trivial task.
• Do & Control: Active monitoring and evolving the plan as you go, so the project is dynamic.
• Review & End: Formally closing down, handing over to operations, and celebrating success, so energy recharges for the next project.

Do our managers actually need a formal qualification (like PRINCE2 or PMP), or do they just need practical project leadership skills?

There’s no question that formal project management qualifications can be helpful. Members of our team have them. They can be really useful for providing a pathway through complex projects and for benchmarking an individual’s skills in a way that can
be recognised by other organisations. However, qualifications aren’t essential. Whether you pick a formal qualification or not, it’s worth remembering that methodology manuals give you the syntax of project management, but they don’t teach you how to motivate an overworked team or influence a difficult stakeholder. The commercial success of a project relies on winning hearts and minds. Project management is about leadership, not just process.

We base our practical project leadership approach on Aristotle’s Theory of Persuasion:

Logos (Logic): That’s the plan, critical path analysis, and resource allocation.
Pathos (Emotion): Tapping into personal motivation and building genuine enthusiasm across the delivery team.
Ethos (Ethics & Values): Aligning the project’s purpose with broader organisational values and stakeholder expectations.

How do I hold people accountable when I’m not their line manager, and they’re already flat out?

Matrix management involves many project plans that can be broken down. Project managers are routinely expected to deliver critical outcomes through colleagues who report to someone else and are already underwater with their day jobs.

To create accountability, it’s important for project managers to:

• Define exactly who needs to be on board, their specific role, and the tailored communication plan for each.
• Clarify roles early so everyone knows where they stand and what is expected of them.
• Uncover what individual team members gain personally from the project to unlock motivation.

And then they are skilled in giving feedback to hold people to account and celebrate success.

Why do projects so often go off the rails, even when you start with a solid plan?

Project failure is rarely caused by a flawed Gantt Chart. It is more likely to happen when people are working under pressure and don’t get stuff (technical term) done. So, a project manager needs to understand not just who their stakeholders are, but also their context, and factor it into their risk and contingency planning. The mindset for the project manager is one of curiosity – Tools like the 5 Whys and a Fishbone diagram are ways of engaging curiosity about what is at the heart of a problem. Many people contributing to work projects are doing so alongside many other tasks. So the successful project manager is the one who can use open questions to understand what is happening for all the people involved in the project, and then be curious about how that might impact the project plan.

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How do I stop diversity and inclusion training from being a tick-box exercise?

For a long time, we (okay, Pradeep) resisted launching a public EDI programme separate from our leadership and management offers. As a certified B-Corp, we believe inclusion should be central to everything a leader does, rather than carved off into a separate training silo. But we kept meeting leaders who were stuck or jumping straight into tactical metrics and quick-fix initiatives without asking what problem they were actually trying to solve.

We see a lot of diversity initiatives stall because organisations roll out isolated tactics, a workshop, a metric, a committee, without stepping back to define their overarching strategy. So our course is called Bridging the Gap because we are trying to bridge the gap between the company’s good intentions and tangible action.

Real organisational change requires pulling all three levers of what we call the EDI Fire Triangle simultaneously:

• Leadership & Culture: Executive coaching, training active allies, and driving cultural change from the top.

• Structures & Support: This is the policy stuff. things like conducting equality audits, embedding inclusive competency frameworks and updating HR policies. As well as establishing clear whistleblowing mechanisms.

• Marginalised Groups: Offering support through building workplace networks, formal mentoring, and targeted buddying systems to dismantle progression barriers.

Is diversity and inclusion actually good for business profitability, or is it just hr fluff?

EDI is a core commercial driver. Research from organisations such as McKinsey and Boston Consulting Group consistently links workforce diversity to hard business performance. And studies consistently find that, in areas such as recruitment, organisations are not as meritocratic as they might think.

To translate good intentions into commercial reality, organisations need to follow a structured EDI Roadmap rather than applying sticking plasters.

The structure of the Bridging the Gap programme follows the same framework :

• Vision for the future: What kind of organisation do we want to be in terms of Equity, Diversity and Inclusion? And why do we want it?.

• Diagnosis: Where are we now in comparison to where we want to be? Do we have the data? If not, how do we get it?

• Facilitated discussion: What are the issues? How can we solve them collaboratively?

• Planning an EDI Initiative: How do we build momentum and establish long-term accountability?

What is the difference between Equality, Diversity and Inclusion?

It’s no surprise people get confused with acronyms like EDI, D&I, JEDI and others out there and sometimes lack of agreement on which one we should be using.

Broadly, let’s think of it in three ways:

• Diversity: Representation – Does the demographic mix of who actually sits around your table represent your staff, customers and community? Are there different viewpoints, backgrounds, and ideas?

• Inclusion: Culture. Whether those people feel safe enough to speak up, challenge ideas, and contribute fully once they are in the room. Do they feel like they belong at the table?

• Equality & Equity: Fairness. Actively removing systemic hurdles and unexamined biases so everyone receives a fair shot at progressing.

At the risk of overloading the acronym meter, at Aspire, we approach making those three elements by challenging leaders to embed the 3 S’s into their cultural routines:

• Safety: Giving staff multiple mechanisms to raise their voice (e.g., reverse mentoring) and making it safe to be wrong. Leaders create psychological safety by showing vulnerability about their own decisions, rotating meeting chairs, asking questions before jumping to solutions, and actively rewarding those who challenge the status quo.

• Standing: Clearly communicating the organisation’s EDI vision (“showing your working out”) so everyone understands why inclusion matters. It requires active allyship from leaders across all departments—not just HR—and the formal celebration of people who encourage dissenting voices.

• Servant Leadership: This is where leaders actively prioritise the growth and well-being of their employees. That means ensuring representation throughout hiring processes and on employee boards so that staff see leaders who look like them. It means holding everyone accountable to behavioural frameworks and investing in employees as whole people, including their broader well-being.

Why do good leaders still make biased decisions at work?

We see a lot of systemic injustice and active intolerance in the world. At the same time, much of the workplace exclusion we are told about does not stem from malice. It happens when well-meaning leaders make decisions under stress, fatigue, or tight deadlines, defaulting to less inclusive practices.

In cognitive psychology, the theory is that our brains process choices in two different ways:

• System 1 (Fast Thinking): This functions like an accelerator. It speeds up our operating process by making rapid decisions based on instinct and subconscious social shortcuts Cognitive bias evolved as a primal survival mechanism, so telling someone to stop using it is like telling them not to breathe.

• System 2 (Slow Thinking): This functions like a brake. It slows down our thought processes, allowing us to think rationally about decisions and ensure our subconscious reactions align with our conscious values.

Leaders are far more likely to operate purely from System 1 when they are hungry, thirsty, tired, faced with something new, stressed, or under pressure. So simply raising awareness of unconscious bias will not solve this. Instead, we need to focus on how leaders can achieve their practical goals while making different behavioural choices under pressure.

How can I call out biased comments at work without creating conflict?

Calling out non-inclusive behaviour requires leaders to treat it like any other workplace performance issue—by taking the time to understand and articulate its actual impact. Simply saying “you shouldn’t say that” achieves nothing.

People don’t usually believe they have bad intentions. So focusing on intent can trigger defensiveness. Instead, shift the conversation to impact. The challenge for leaders is to actually spend some time understanding the impact of exclusionary behaviours. Do you know why we opt for certain language choices?

We use the WISH framework to manage this constructively:

• W – What I saw or heard: State the specific behaviour clearly, staying as objective and neutral as possible.

• I – Impact: Be very clear about the impact of the behaviour, specifically picking an outcome or consequence that the other person will actually care about.

• S – Silence: Pause for a moment to allow time for your message to land and give the other person room to respond.

• H – How do we go forward from here?: Agree on practical next steps, either person can suggest what they might be but if they come up with the ideas they might have more motivation to stick to the plan!

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