|A.||The majority of employees in the workforce today are Generation X. They will not be led and must be allowed to form their own teams and do the work when and how they see fit. Do not try to manage them.|
|B.||The majority of employees in the workforce today are millennials, and they do not respond well to being managed by someone for whom they do not have respect as a leader. Up your leadership skills.|
|C.||Ask your own manager for the position power to put people who do not do what you ask within a reasonable amount of time, and to the standards you require, on report. Let them know that if this same behavior happens on the next task, they will be asked to leave the company.|
|D.||Modern employees are unwilling to have someone else set the goals for their workday. Involve teams in each and every decision that is made about what the project will create, when it can be delivered and the quality standards to which it must adhere.|
Too often, Project Managers are viewed (and view themselves) as administrators rather than leaders and significantly diminish the value that they can provide to the organization. By changing this perception we can deliver more value, build stronger teams, and create a more fulfilling workplace.
Modern leaders and managers increasingly recognize the importance of being able to influence people over whom they don’t have formal authority. Because authority is becoming an ambiguous concept, contemporary leaders can no longer simply tell others what to do, particularly when facing common issues such as: - Working across departments in a matrix and flat structure, where authority and responsibility are unclear. - Working across cultures in multi-site or multinational organizations. - Managing projects across national boundaries. - Managing cross-functional and cross-cultural teams located in different countries. - Trying to get ideas accepted upward and across organizations.
Everyone wants metrics, but which ones really matter? Which metrics can help you "actually" get better and give you visibility into the health of your teams?
For projects to succeed and have lasting impact, project managers must be able to strategize, innovate, motivate, empower and collaborate - in other words, project managers must learn how to lead
Bridging the gap between traditional and agile project management and leadership.
Listen. Empower. Adapt. Dream ... LEAD Helping you learn about the next generation of leadership tools, valuable tips and techniques. Leadership 2.0 is a new fresh approach to leadership for the next generation of leaders; start your journey of future growth and development to become an extraordinary leader.
We are an amazing group of people here! We help turn ideas and concepts into reality using all the hard tools and frameworks at our disposal. We are leaders whether we are acknowledged as such or not. In this blog, I will focus on a set of leadership behaviors that I have used and have helped others practice - to achieve exceptional outcomes. Of course I may veer off course occasionally, and rant about the latest pet peeve I have about project execution! I hope this will be an engaging experience for you.
Learn From Others
Once again, a new year is in full gear. 2015 looks to be a year of change on many fronts--and that means an opportunity for CIOs to thrive, or fall flat. In 2015 and beyond, what will CIOs need to do to be successful and provide the necessary leadership?
Teachable moments are formed when you have done something--regardless of the outcome--and learned from the experience. Learning makes us better at what we do and provides a great opportunity to develop others and sharpen skills. We’ve compiled our best Teachable Moments from our community members for you to learn from and share with other project managers. In this installment, a reluctant leader takes charge.
Ever wonder why effective leaders almost always see themselves as stewards of something far bigger than themselves, a keeper of a sacred trust? There is a connection between leadership and stewardship that would-be leaders need to understand if they are to mature into someone who can lead people--and organizations--to success.
What’s happening with the new generation of project managers, and how can we help them succeed? It's an exciting time for project management and new project managers. However, it’s not all wine and roses
Some say leaders are born, not made. Perhaps, but teams are not born so therefore have to be made. But more often than not, project managers don’t get to choose their team or team members. Given this reality, how do we make the most of our teaming opportunities? This paper offers ideas on the dynamics of effective teams and team building, focusing on the characteristics of successful teams.
Project management is heading for a fork in the road--you need to approach it with your eyes open and be prepared for change. Here we look at how different “arms” of project management are going to develop as distinct disciplines--and how we can make sure that we have the skills necessary to end up on the side that we want.
Project managers are the most humble of all superheroes, but maybe it’s about time to show the world the color of our capes. What better time than International Project Management Day to acknowledge how awesome we are?
Project managers face an awkward and interesting leadership challenge. What do we do in these situations? What strategies are available, and what resources can we draw on in order to navigate our way to success? And what do we need to know about ourselves, our teams and our organizations if we are to genuinely lead effectively?
When you take over an in-flight project, it's important to know the circumstances of the change. This article is a personal story about taking over a well-managed project that was necessitated by unfortunate circumstances.
The sponsor and project manager should form a powerful leadership team that creates a positive environment. In reality, that often fails to occur--and the fault frequently lies with a “broken” relationship. Get some help in maximizing these roles.
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|Leadership in triangle or vs. Technical Skills. Why the practical||Boris Konrad||May 18, '15 10:55 PM||1||1|
|The importance of reputation and trust. The Lehman Brothers Collapse||Paul Pelletier||Apr 15, '15 11:29 PM||1||1|
|Mark All Read|