---
esco_uri: http://data.europa.eu/esco/skill/f14ff4b7-be1e-4b55-b39b-520005f8a97e
esco_label: "liaise with managers"
relation: essential
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# liaise with managers — Project Manager

As a Project Manager, 'liaising with managers' isn’t just *telling* them things; it’s proactively managing their expectations and securing buy-in for project needs. Daily this looks like regular (often brief) check-ins – quick emails, Slack messages, or 1:1s – to update Sales on delivery timelines impacting client communication, confirm Purchasing has initiated critical material orders, or get Planning's input on resource allocation changes. It’s about anticipating their questions *before* they ask and framing project impacts in terms relevant to *their* department (e.g., 'This delay will affect the revenue forecast by X').

Tools used heavily include communication platforms (Slack, Teams), shared project dashboards (Jira, Asana, MS Project – visible to key managers), and concise status reports tailored for different audiences. A common pitfall is assuming understanding; a technical explanation to an engineering manager is fine, but Sales needs impact on customer delivery. Another is 'information dumping' - focus on *actionable* information they need to make decisions or adjust their plans.  Don’t just report problems – propose solutions.

Good looks like managers feeling informed and confident that the project isn’t operating in a silo. They proactively offer help, raise potential roadblocks early (because you’ve built trust), and champion the project within their teams. It means minimal escalations *through* management because issues are addressed directly and collaboratively.  It's about building relationships – understanding each manager’s priorities, communication style, and how they prefer to receive updates.

Ultimately, successful liaisoning prevents surprises, minimizes friction between departments, and keeps the project aligned with overall business objectives. It’s a core skill because Project Managers rarely have direct authority over resources in other departments; influence through effective communication is key.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
