By Dave Wakeman
I’ve been thinking a lot about personal branding lately. When I consider how it applies to the world of project management, I come around to the idea that maybe we haven’t put enough emphasis on it.
Why? Well, I’m going to let you in on a secret.
Are you ready? You sure?
Not all project managers are created equal!
This might not be a surprise. But if I ask you to step back and think about how you position yourself t, are you doing enough to differentiate yourself from others around you?
This is important because differentiation can be the difference between working on awesome projects or not.
So, how do you differentiate yourself as a project manager? Here are a few ideas.
1. Focus on the outcomes you have produced.
Most of the time we think about spec, am I right? Unfortunately, that doesn’t do us the most good because just doing our job often isn’t enough to stand out from the competition. We need to know how delivering spec or going beyond spec leads to improved business outcomes for our organization, our partners, our team.
Just think about the ways your work made your business money, saved money or sped up a project. All of those can be expressed as outcomes that will make you stand out in comparison to others.
To turbocharge a focus on outcomes, answer the all-important question: “Why did my work matter?”
2. Emphasize and highlight opportunities created and risks protected against.
Risk mitigation is a core skill of every project manager, or it should be. On the other hand, how often do we think about our ability to create opportunities?
Here’s how you can put your opportunity creation into words that highlight your importance and differentiate you from other project managers. Focus once again on the outcomes and the way the opportunities repositioned your organization or your partners. Maybe you saved a lot of money due to spotting an opportunity to streamline a process.
It could be that you recognized an opportunity to add to a current project in a way that was impactful for your partners and created new revenue. The “how” isn’t so important—focus on how you are impacting the projects you work on or investigate by your PM skills.
3. Toot your own horn.
Humility seems like a high calling. It may have been in the past, but in today’s world—where everyone is sharing their best life on social media—humility is a career defeater.
When I first started out as a consultant a number of years ago, I had the same feeling…people will buy from me due to the quality of my work. Wrong! You have to tell people how you help them and how you can create value for them.
You don’t have to be a blowhard to do it well. Just focus on some of the ideas we discussed above, like your ability to generate positive outcomes for your projects and partners. Show the ways that your skills have increased the profitability of your business. Share some ideas that you have developed through your experience that can help other people do their jobs better.
The most important thing is to make certain you are letting people know that you are not just a project manager, but an excellent project manager who focuses on the right things and gets results. That’s really all differentiation is.
How have you differentiated yourself? Please share your experiences below.
By Jen Skrabak, PMP, PfMP
Over nearly two decades in project management, I’ve learned a number of strategies to make my voice heard and advance in my career. Much of that success has come by “leaning in,” as Sheryl Sandberg advocates.
As a woman in project management, I believe the following are key:
International Women’s Day is March 8, and this year’s theme is #BalanceforBetter. Please share your thoughts on how we celebrate the achievement of women while we continue to strive for balance for women socially, economically and culturally around the world.
By Conrado Morlan
“An investment in knowledge always pays the best interest.” ―Benjamin Franklin
I’ve heard from colleagues in project management that they don’t have access to professional development opportunities to help them improve and increase their capabilities. That led me to do some research. I found Training magazine's Training Industry Report, which is recognized as the training industry’s most trusted source of data on budgets, staffing and programs in the United States. It found that U.S. companies spent over US$90 billion on training and development activities in 2017, which represents a year-over-year increase of 32.5 percent.
With that information on hand, I took the opportunity to ask my colleagues if the companies they work for are among the organizations spending money on training and professional development.
Some of them were fortunate to work for companies with professional development budgets, but they didn’t take the training due to their workload or personal reasons. In other words, the opportunity was there but it was neglected.
For those who worked for companies without professional development dollars, their main complaint was that the company did not appreciate them and the opportunities to develop more capabilities were so limited.
I asked them: Who takes charge of your professional development? You, or the company you work for? Many of them responded that the responsibility fell to the company they work for, because training would help create a more competitive workforce, increased employee retention and higher employee engagement. I agree on all the benefits the company would get, but ultimately the individual is responsible for their professional development.
I have worked for both types of companies. In the ones with development budgets, I saw former colleagues neglecting opportunities because “they did not have time,” they did not like to travel or simply because they felt it was not needed. In the ones without budgets, I heard the same claims mentioned above.
While working for the latter type of company, I took ownership of my professional development. Instead of seeing roadblocks, I saw opportunities, which led me to do the following:
So do not solely hold the company you work for responsible for your growth. Take charge of your professional development. After all, if you do not invest in yourself, nobody will.
How do you take charge of your own professional development?
By Peter Tarhanidis, MBA, Ph.D.
In project management, your presence as a leader is vital to your success. But how do you begin to refine this skill set? Start by considering what kind of presence you convey, and how that presence impacts your influence with teams.
Underlying a leader’s presence are sets of behaviors and actions directed toward team members in various situations. A leader must distinguish between the two prevailing behavioral approaches. In the task approach, leaders accomplish their goals by setting structures, organizing work, and defining roles and responsibilities. The relationship approach, on the other hand, employs behaviors to help teams feel at ease within a variety of situations.
In other words: Is the leader driven to treat team members as valued individuals and attend to their needs, or do they see team members as a means to achieving a goal? This approach will affect a leader and their team’s performance.
Project managers are constantly combining these two approaches to influence teams and attain a goal. Clearly, there are certain behaviors that emerge in one’s presence which increase one’s influence over teams. Examples include humility, honesty, confidence, composure and emotional intelligence. But the truth is, influencing teams takes a great deal of time and energy. There is only a certain amount of time and energy one dedicates in every moment. For many project managers this creates a challenge: What can a leader do to be present in every moment?
The opportunity does exist for leaders to train themselves to be present. By applying a certain regimen of actions, a leader can apply a thoughtful approach to increasing their presence. Dedicating yourself to increasing your energy and presence will result in positively influencing teams. Below is a list of four actions to help unleash one’s performance through increased energy, focus and presence:
Let me know how you unleash your performance. Please share your top behavior picks, why they define your presence, and how you successfully increased your influence with teams!
By Dave Wakeman
As we head into the fourth quarter, our minds are likely focusing on finishing the year strong, hitting our goals and, maybe, thinking about what 2019 will bring.
For many, that line of thinking includes how we can better develop ourselves, make ourselves more valuable to our organization and make sure that we are always on the cutting edge with our skills.
Based on the business and project management landscape, I think the skills project managers will need are going to be different and faster changing than ever before. To me, these are the three key skills we all need to make sure we maintain our future relevance.
1. Strategy: More project managers are being asked to help set the strategic direction for their organization. This means they have to have an understanding of the organization’s big-picture goals and how the projects they are leading fit into those goals.
Project managers must be willing to make the tough decisions to halt projects or advocate for projects that will move the organization toward their goals.
You can develop a better strategic mindset by making certain you understand your organization’s core goals and asking yourself how the projects you are working on fit into those goals. And, when they don’t fit, you can train yourself to evaluate the action needed to rectify that.
2. Communications: I’ve spent a lot of time writing about the need to do a better job communicating with your team. And that need is only increasing.
You need to constantly work on improving your communications skills to keep up with the continuing demand of an always-on world.
This means you will need to understand how to communicate in-person and online, up and down the organizational chart, and inside and outside of your organization. The best communicators are always listening and processing information. The goal is that they are able to understand, translate and share that information with all their key stakeholders in a way that has the maximum impact.
3. Sales skills: In the future, selling is going to be a key part of the project manager’s toolkit.
Because we are going to have to get better at advocating for the resources we need, the tools we have access to and getting our ideas acted on. And that’s sales.
Getting project managers signed up for cold calling might seem like a stretch. But when you think about selling as the art of persuasion, it’s a much easier idea to get behind.
The days of command-and-control are over, but that doesn’t have to be a bad thing. It just means that we have to change.
What do you think project managers are going to need to know in the future?