For decades, leaders and managers have been trained to think and act on upon the assumption that employees and customers are rational beings. Motivational, organisational and structural approaches have been developed on the premise that people know what is good for them and that they behave accordingly. Therefore rewards, bonuses, job promotions as well as punishments have been designed to make sure people understand and achieve goals. However, there is strong scientific evidence that this approach is not just irrelevant but dangerous because it does not accept humans as they are: emotional, irrational and primarily focused on their survival. Management styles need to change and modern leaders have to reconsider their approach. This webinar provides both the evidence for the need to change and directions on how this should happen. Prepare for the holistic brain leader!
Every project manager wants to have full command over a team of high performers. But in a weak matrix organization, it can be difficult to fulfill such demands. This article discusses the routine demands experienced by a project manager in India or workshare coordinator, and also provides a constructive way forward to handle these concerns effectively.
Team meetings may provide insight into how the project will be managed. In many cases, the same strengths or weaknesses exhibited in conducting meetings will be pervasive throughout the project. Mastering meeting management can establish your reputation and produce results.
We received dozens of questions during our April 2016 Book Club webinar for What to Do When You're New: How to Be Comfortable, Confident, and Successful in New Situations. We didn’t have time to answer them all, so the author has selected a few additional questions for response below.
We often want people to feel that certain tasks are urgent. In order to do that, we have to create consequences to get people to act with urgency in otherwise non-urgent situations. This means that we deliberately want people to feel that something bad could happen if they don’t work quickly. And that's a problem. A culture of urgency makes it difficult for long-term thinking, and reinforces finding the quick fix.
Contractors and consultants may be a necessary part of your project team, but you cannot manage their work in the same manner you manage employees--or even matrixed resources.
Project managers have never had it so good. Much of their administrative work is now handled by automated tools, freeing up a significant number of hours. How is that time best utilized?
|A.||Ask human resources to reassign you to a different project where the team members are appropriate for the upcoming challenges. It is beyond the scope of your position to manage the project and also be asked to assume responsibility for their qualifications to complete the assigned work.|
|B.||On the weekends, work to create your own training lectures. Ask your colleagues to donate one evening a week to work offsite with you in the interest of building a team better prepared to deliver the project objectives within the estimated metrics.|
|C.||Suggest to your manager that the current team isn’t trained on the skill sets they need for your upcoming project. Propose retaining 50% of them, but replace the other 50% with others who already have mastered the needed expertise. The people you have kept can now be paired with the newcomers to learn the needed information.|
|D.||Consider some of the blended learning options—which could be internal, external or a combination—for a more customized option that is likely to be more easily understood and adopted in daily use by your team. Focus on opportunities that use more hands-on exercises and methodologies to keep participants engaged.|
Are you seeing the bigger picture when it comes to talent? Beyond providing a valuable tool for helping an individual during their first few months, a growing pool of metrics helped one manager and his company gain a broader perspective on the effectiveness of its training program.
In many organizations today, it’s sadly up to corporate dinosaurs to identify talent in an organization that lacks strategic resource management. What’s at stake when organizations unknowingly rely on those solely driven by status quo to spot talent? The answer is sustainability.
Human resources are the most valuable asset for any organization. But for small- and medium-sized companies, a lack of competent successors can be an easy trap. Business owners should set a number of key performance indicators for their organization--and for key personnel.
Saboteurs are everywhere, but they aren’t enemy infiltrators—they may even be well-intentioned staffers who unwittingly convert everyday activities into acts of sabotage. This article is a review of the book Simple Sabotage: A Modern Field Manual for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace, which is based on strategy that the U.S. Office of Strategic Services outlined in 1944’s “Simple Sabotage Field Manual.”
Sometimes, a little confrontation goes a long way. For HR departments, having information on these conflicts can thereby make an organization more adept at understanding its political system--and provide additional knowledge so that not all political actions become actionable conflicts.
The best results come from the most integrated and tightly knit project teams, and it only takes one or two people to see themselves outside of that group to damage the entire team. There is inevitably a psychological element to project leadership, but how far should that go? To what extent can “mind games” be part of a project manager’s tool set when managing a team?
With more competition for jobs has come an increased interest in how companies want to invest in their workforce. This means that companies are improving their school reimbursement programs and promoting them as a way in which to both attract and nurture talent and enhance skills. Are you?
It’s an odd thing to do, choosing a career in project management. If we’re really honest, it’s a haphazard wander through reality, figuring out how to best keep moving forward and learning the skills that we need to keep our heads above water. But it doesn't have to be.
No matter how hard we try to prevent it, there are times when our project teams feel overwhelmed. How do we manage those stressful times effectively?
Batman has Robin, Sherlock Holmes has Watson, peanut butter has jelly. Who do you have? There are certain “dos and don’ts” that can guide you through the process of delegation--and forming an effective team to support you.
Collaboration is a complex and dynamic process--and successful collaboration depends on many factors. By recognizing the role that these factors play in how people collaborate with one another, we can all become more successful at creating and leading winning teams.
Are command-and-control undertones hurting your organization's performance? Are people getting the passion and desire to contribute slowly crushed out of them by project management bureaucracy and prescriptive process? Then free them to be hyper-productive by emphasizing collaboration.
Project teams are the engines that drive businesses forward. In this increasingly competitive world, we need to make better use of those engines. So why has there has been very little focus on how the organization can improve collaboration between project teams and other stakeholders and business areas?
All conflicts—no matter how big or small—are harmful to projects. They all impact time, cost and our credibility. Let's bring into focus the importance of managing conflicts to ensure that our projects succeed.
Team members need a lot of information in order to perform at their best, but not all of that information is created equal. It’s up to the PM to ensure that is understood. And in order to ensure the right information is provided, PMs must first understand the different types of information they are dealing with.
Organizations that turn their energies inward and focus on their current workforce can reap great gains. Just as a company makes calculated purchases to create a technical infrastructure and designs it to be adaptable to future changes, it also needs to develop a special process to keep its employees fresh and ready for change, while also building loyalty to the organization.