Project Management

Who’s In the Lead?

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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“But be not afraid of greatness: some are born great, some achieve greatness, and some have greatness thrust upon them.” - Malvolio from Twelfth Night by William Shakespeare
 
To manage is one thing, to lead is quite another.
 
While the development of IT software and hardware has come to rely on a more dynamic and rigorous effort that is often shared by the high standards of project members, there is still the component of leadership that is important to the overall success of a team. Sometimes viewed as “the stick” that motivates or perhaps an iconic figure to imitate, leaders use numerous means at their disposal to get the results they and their associates need to complete their tasks and achieve their goals.
 
It is in a project manager’s best interest to employ their various talents to improve each project team member’s concept of their own of self-awareness, the ability to manage their emotions, and skills of self-motivation to the point where little leadership is actually required in a project. But the role of the leader is predominantly more short term--focused on accomplishing the immediate tasks before them.
 
Those leaders that have the good fortune to build lasting team relationships--either through long-term project timeframes or by oft repeated project collaborations--have the potential to expand …

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