Thirsty for learning and mentoring, my expectations were clear: try to absorb as much as I could about methodology, process optimisation and project management.A year on, and to my great surprise, I realise that the biggest lesson I take away from these months is not so much about new management tools or methodologies, but about people and how emotional intelligence can be an invaluable asset in the most tense moments of a project.

The main lesson I take from the team leading the company can be summed up in a quote from Sherly Sanderg in the book Lean In: ‘Leadership is not about titles, positions or organisational charts.It's about one life influencing another.’

Over the past year, I've seen first-hand how this perspective can be applied to boost the success of a project. I recognise this reality in the subtle way I see the project management team adopting an empathetic approach and how this ends up having a real and positive impact on the success of our projects.

Project management is not just about the daily struggle to meet deadlines and deliver results, but also about trying to influence the people involved in a positive way, from the internal team to the client. Emotional intelligence is therefore an essential skill for navigating daily challenges.

From the point of view of customer relations, using emotional intelligence as a working tool means knowing how to listen, internalise and better interpret the needs of each specific customer, knowing how to manage expectations more effectively and avoid potential misunderstandings by keeping communication active. Having the ability to empathise and understand where the frustrations and demands of a more restless client are coming from can be the key to being able to respond to their frustrations.

Internally, it serves as a fundamental tool for managing the team, its dynamics and different personalities. Empathy helps us to better understand each other's frustrations and motivations, which is crucial when it comes to managing conflicts and promoting a positive and productive working environment, especially at times when the pressure is on.

I've been lucky enough to see how Softway's project management team tries to use this skill to make balanced decisions, based not just on data and processes per se.

Softway has shown me on a daily basis that emotional intelligence is the best formula for success. Good results don't come from applying methodologies and management tools blindly and obsessively, but from creating an environment where both the client and the team feel valued. Adopting an approach that values both technical and emotional aspects not only guarantees the delivery of high quality projects, keeping the client satisfied, but also strengthens the work culture, giving room for creativity to flourish.