A culture of high performance is essentially developed with building a team of members who have the right competency connected with the right job. Leaders monitor their team's readiness and the human aspects that inherently leads to a culture of high performance on a job.
Interviewing for a new job is a lot like leaving your own planet and embarking on a ride into outer space. Thankfully, you don’t have to be an astronaut to land yourself a stellar job at your current company. You just have to think like one!
When engaging in a change effort, it is important to focus not on outputs but on outcomes. The difference is sometimes subtle for people, but the biggest difference is that outputs are usually activity-based, where outcomes are behavior-based. Here we look at some behavior modification frameworks.
|A.||Immediately get a book on project management and read up on this profession. A general overview will allow you to see that all projects are so similar that implementing your own new procedures can be equally beneficial for all the projects in progress when your start date occurs.|
|B.||You are in a perfect position to manage project managers because you will have a fresh outlook and not be influenced or limited by what has been happening before you came. Make as many changes as you can in the first few months before you are dragged down into how things have been done in the past.|
|C.||This is a more common situation than you might think. The best thing to do is familiarize yourself with the most common new manager mistakes and at least avoid making these. Lay low until you can figure out what is going on.|
|D.||You should never have been hired. There is no way that a person who is not a project manager can successfully supervise those who are. Contact your boss and ask if you can be moved to a department that has people with more generic skill sets. You can be successful there.|
As project managers, so much of our job relies on personality. A recent event at a client made one PM realize how little some organizations think about the style and approach of a particular project manager. Here’s why it’s important.
Nothing stops a project team faster than negative criticism. While there is a time for criticism, it is important that it not stop the project team or derail the work that has been done. In order to do this the right way, the project manager needs to be working closely with the project team and stay aware of what is going on at all times.
Bullying can be as harmful to projects as it is in schools and other areas of society, causing well-understood health impacts for the victims, plus a long list of challenges for project managers and the organizations where it is taking place. Learn how to implement concrete anti-bullying action plans to ensure a zero tolerance policy for bullying individually and across projects.
As a project manager, do you have a recognition strategy in place? If not, you may want to tune in to repeat episodes of Seinfeld to learn the consequences from Jerry's mistake of refusing to say "thank you".
The purpose of this article is to bring forward one of the very well-known leadership practices called Servant Leadership. We'll explore its prominence in today’s project management world and how it can benefit emerging project leaders in managing teams, projects and organizations.
This article introduces a concept for project management improvement through the use of existing project management resources, without the need for disruption. The concept intends to avoid costly overheads in implementation and running--and introduces optimal use of project managers for review of projects, bringing down risk and involvement of costlier management overhead.
In this article, the author will highlight the elements that she as a project manager continuously focuses on as we embark on the DevOps train of continuous delivery.
Our webinar Project Leadership – How to Transform from Project Manager to Project Leader with Susanne Madsen was so popular, she offers advice based on your questions from the session.
The expectations and the needs of the customer do not always balance the needs of the project--and the project management processes. Project managers often have to walk a fine line between the customer and the project. Keep these tips in mind.
There is increasing recognition that resource management needs to occur at a more strategic level. When you manage your resources, do you only consider the project, or do you look at the organization as a whole?
With increases in data breaches, there is a strong need to get the complete attention of staff and define how to make them more accountable. How does a company handle this problem? When these events occur--and with repetition--there needs to be an introduction (or reintroduction) to rules and repercussions that apply to all employed bodies within an organization.
The need for accurate resource plans is not new, and yet we still consistently get it wrong. Why is that, and how can we change things?
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, we learn how one conversation changed the way a PM thought about project staffing.
Projects without a focused strategy for an effective project team will be disordered--and made up of professionals who lack the required motivation. To reach this goal, a project team should be based on two building blocks and three critical success variables.
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.
Telecommuting has been called the future of work, even for program and project managers. Like it or not, we had all better prepare for this as it is highly likely that within the next few years, it will impact all of us.
Economic and demographic trends are requiring project managers to prioritize certain workforce management skills to avoid replacing workers during the project. Make sure you understand these four relevant trends to help you avoid problems.
The talent and creativity of individuals are the next frontier for project managers to manage. The unique nature of project work presents a major talent opportunity. With some thoughtful planning, project managers can build the talents of their team members: a win-win-win situation.
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.
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?