Viewing Posts by Peter Tarhanidis
by Peter Tarhanidis, PhD
Pressing into 2021, all of us must consider the skills we each need to lead through the current COVID crisis—and into the future. We all witnessed this pandemic’s damage across our businesses. And in response, many organizations have changed their ambitions and goals.
According to McKinsey, this new era of uncertainty has prompted CEOs to shift their leadership in four ways:
While the executives at the top of an organization’s hierarchy quickly shift their mindsets, will leaders across the org chart keep up with business demands?
Here are four ways to be a more effective project leader in the future:
What are you doing to be a more effective leader in the future?
by Peter Tarhanidis, PhD
We are now in the final quarter of a pandemic year. With many of us still isolated and working remotely as a second wave of COVID-19 emerges, project teams and leaders alike must consider how to close out 2020. Finishing strong together in a pandemic year without burnout is the goal—and it’s a crucial one for our customers, colleagues, families and communities.
But how can we avoid the desire to crawl back into bed until we’re past the pandemic? Let’s take a moment and conduct a check to see if any of us, our colleagues or family exhibit signs of burnout. This may include feelings of being overwhelmed, a lack of passion, emotional exhaustion and falling behind on normal activities. These symptoms all lead to rising irritability, conflicts and visible struggles.
To cope with the stress and anxiety, we must reverse this cycle. We should re-prioritize ourselves to ensure we take care of our physical, mental and financial health, proactively recognizing our pressures and setting time aside to restore our mindfulness and spend time with family. If you’re feeling overwhelmed, find a strong support network. Taking action to create more balance is restorative and puts leaders in a position to be examples to others in doing the same.
As the end of year nears for me, I recognize finishing strong and limiting burnout involves adapting to pandemic tensions and refining my approach to leadership and project management
Your turn: What are some of the best ways to avoid end-of-year burnout for you and your team?
By Peter Tarhanidis, PhD, MBA
The COVID-19 pandemic, political and racial division, unemployment and other serious issues are casting enormous shadows across the globe.
On top of these stressors, many of us have isolated ourselves from each other in order to lessen the spread of the virus and combat the pandemic. As such, we’ve adopted new behaviors and virtual ways of working to rightfully ensure our health and safety. And yet, these same efforts to maintain connectivity with each other have created more virtual isolation for many of us.
Especially for those working in isolation, it is critical to stay connected. While tacit interactions drive human behavior and develop relationships, what can leaders do to re-create and sustain team members’ engagement?
Below is a list of ten action items that can help project leaders improve working relationships and performance during these tough times:
What actions would you add to this list to benefit our community and colleagues?
By Peter Tarhanidis, PhD
No one could have expected the reality of what a pandemic unleashes on each of us—our families, communities and places of employment. A once booming economy filled with demand and focused on the deployment of strategic investments and projects has now changed. This global pandemic has brought on uncertainty, sparking leaders and NGOs around the world to step up with varying approaches to crisis management, emergency response and the critical need for communication.
The implications of COVID-19 have exposed us to new health risks, limited healthcare capacity, challenged supply chains and the need to operate in the new normal of isolation and social distancing.
Yet we all have witnessed how leadership can stand up, rally and partner with government and industry to provide guidance to avoid undue risks, maintain connections and guide us through this pandemic. While this entire episode may be distressing and taking its toll, YOU were built for this unprecedented global crisis. Your development as a leader and manager of teams and initiatives has established an excellent foundation to rely on to guide your teams through this time.
As I continue to evolve and flex my leadership style during this time period, I’ve developed a list of key habits to offer some guidance to all project leaders:
Please comment below with any tactics that have helped you and your teams endure this time and keep moving forward.
Plan for the Velocity of Change to Keep Increasing!
Human Aspects of PM,
Categories: Agile, Best Practices, Career Help, Change Management, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Innovation, IT, Leadership, Leadership, Lessons Learned, Portfolio Management, Program Management, Project Planning, ROI, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, Ph.D., M.B.A.
Today, developments in emerging technology, business processes and digital experiences are accelerating larger transformation initiatives. Moore’s Law means that we have access to exponentially better computing capabilities. Growth is further fueled by technologies such as supercomputers, artificial intelligence, natural language processing, Internet of Things (IoT) and more across industries.
Business Process Maturity
According to market research group IMARC, automation and the IoT are driving growth in business process management (BPM); the BPM market is expected to grow at a 10 percent compound annual growth rate between 2020 and 2025.
Customer experience is redefining business processes and digitizing the consumption model to increase brand equity. Gartner reports that among marketing leaders who are responsible for customer experience, 81 percent say their companies will largely compete on customer experience in two years. However, only 22 percent have developed experiences that exceed customer expectations.
The Way Forward
I’ve developed a few guidelines to help navigate this change:
Change is now inherent and pervasive in the annual planning process for organizations. Given that, I like to ask: What is the plan to prepare staff and colleagues to compete in this hyper-transformation age?
What observations have you made to keep up with this new era’s velocity of change?