Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Butcher, Baker, Project Maker
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.
Organizations that are in the habit of permitting quickly planned, improperly led projects sooner or later weaken themselves and jeopardize their well-being as well as that of their employees by wasting valuable resources.
When companies begin a search to add project leaders to their staff, they often make the mistake of looking primarily at an individual’s leadership qualities. While leadership does play an important part in the role of a project leader, the ability to effectively manage the aspects of projects and their associated resources is more than just a simple “add on” to a person’s list of qualifications. To assume that a good leader would necessarily be a good project leader is a misconception.
What They Are
Many facets of traditional leadership are transferable to a project-oriented leadership position. However, the requirements for managing projects involve a high degree of versatility in terms of:
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anticipating and addressing challenges
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negotiating responsibilities in conjunction with timeframes
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selecting and supporting colleagues
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managing deadlines and deliverables
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designing and communicating project plans including those for installation, configuration, etc.
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counseling and influencing players
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presenting …
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