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Five Project Management Points from a CEO
Tom's latest eBook has been released on Amazon: "The 7 Myths of IT Integrations". Tom is also a Program Director for a large Midwest corporation and has been an adjunct faculty member at Walsh College. He has managed global web initiatives, data center moves and large multi-million dollar programs.
Mark H. McCormack was called the “Most Powerful Man in Sports” by Sports Illustrated in 1990. Mark had successfully managed high-profile golfers such Arnold Palmer and Greg Norman. He started his company with little more than an idea and $500--but he grew it into an international marketing and consulting company known as the International Management Group (IMG).
In the mid 1980s, Mark wrote a classic bestseller entitled What They Don’t Teach You at Harvard Business School. Mark had run into nearly every conceivable situation and challenge that a manager could come across in his or her career. In a few speeches that I have heard by the late McCormack (1930-2003) and outlined in one his many books (On Managing), Mark gives his five points that are the foundation of his core beliefs about management. Here is Mark’s list and how it applies to our project management field today.
Point 1: Work Harder Than Everyone Else
The manager sets the tone for the project and for the work, according to Mark. Therefore it is a must that the PM works at least as hard, preferably harder, than everyone else on the team. If the PM is in the office before everyone else and stays a little after everyone else leaves, it gives the project manager something that he or she could not buy anywhere else: credibility.
Credibility established from a …
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You suffer for your soup. - Kramer |