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Establishing a Culture of Acknowledgment
Categories:
Teams
Categories: Teams
| Editor's Note: In response to a recent comment on the "The Power of Acknowledgement," by Judy Umlas, commenter Lina asked, "Would you mind explaining or giving the steps to start implementing the acknowledgment culture in a team?" The following is Judy's response. Lina, I think you have asked a very important and worthwhile question. Here are some steps you can take to establish or enhance a culture of acknowledgment (and appreciation) on a team: 1. If you're a project leader for a new team, all the better. At your project kickoff meeting, announce that you have heard about the value of acknowledging team members for their accomplishments, and for who they are and what they bring to the team. Be clear that people should only acknowledge team members that they truly feel deserve it. Otherwise, the acknowledgment will fall flat and be considered insincere. If the project is already underway, set up some specific time to discuss this at one of your regular project meetings. 2. Make the statement that everyone has a unique talent or gift that they bring to the team. Stress that they are all tasked with finding these gifts and talents. 3. In my book, The Power of Acknowledgment, I discuss 7 principles of acknowledgment, which can be summarized as follows:
4. Share with them Stephen R. Covey's quote from 7 Habits of Highly Effective People: "Next to physical survival, the greatest need of a human being is ... to be affirmed, to be validated, to be appreciated." Keep the conversation about acknowledgment going throughout the life of the project. Then, do a wildly successful job as a team. The culture of acknowledgment and appreciation will allow that to happen. How do you create a culture of acknowledgment within your project teams? |
Successful Techniques to Lead Project Facilitated Workshops
| A Guide to the Project Management Body of Knowledge (PMBOK® Guide)--4th edition states in chapter 1.1, "Good practice means there is general agreement that the application of project management processes has been shown to enhance the chances of success over a wide range of projects ..." "...Good practice does not mean that the knowledge, skills and processes described should always be applied uniformly on all projects. For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process." In my experience, these passages are the essence of project management. Think about it: not all processes must be applied to every single project. And the project manager, with his team, is responsible for selecting the applicable processes and the rigor with which they'll be used. Beautiful, isn't it? Process uses techniques. One of the most important techniques that I've applied is the PM's role as a workshop facilitator. To successfully apply this technique, you have to develop your skills in this area. A facilitator's success relies on his or her preparation for each session. This includes the opening statement, the icebreaker exercise and the group dynamics you will be using to build trust, among other things. Remember, every facilitated session has two main elements: An underlying process to achieve desired results and the content. When you facilitate, it's important to understand that you can only work with process -- not the content. Facilitators must detach from the content. If you want to provide an opinion on it, you have to make it clear to the audience that you are abandoning your role as facilitator, then give your objective opinion and then let the audience know when you're putting your facilitator hat back on. Finally, trust in yourself and in your ability to execute. In the end, the truly magical thing is the discussion and sharing that takes places within all participants during the session. This will really help you and your team to gain confidence, identity, sense of membership and a common understanding that can only be achieved in this type of setting. Have you had success in implementing any of these techniques? What tools and techniques have you used to facilitate effective workshop sessions? See more posts from Jorge. |
Are Happy Project Managers More Productive?
Categories:
Leadership
Categories: Leadership
| Fact: A happy person is more creative, productive and engaged than an unhappy person. As project managers and leaders, we are responsible for optimizing our teams' productivity. One effective way for you and your team to achieve great productivity is to create a happy workplace. Creating a positive environment is your responsibility as a leader. As the saying goes, "There are no bad soldiers under a good general." In his book, Full Engagement, Brian Tracy outlines a simple series of actions any leader can take to encourage positive contributions from everyone. These ideas are not new. Aristotle believed the underlying motive for every human action was the desire to be happy. The golden rule for creating happiness is to "do unto others as you would have them do unto you." But this requires a number of specific actions. First, avoid destructive criticism. Destructive criticism sparks feelings of fear, rejection, anger and defensiveness. Leaders should resolve never to criticize, attack, insult or diminish another person -- including team members. Instead, look for good in everything that happens and learn to view problems as opportunities. Second, stop complaining. When you complain about something you become a victim of the situation, diminish your self-confidence and open yourself to feeling inadequate. You hurt yourself much more than the target of your complaints. Third, remove fear from the workplace. If you want people to be innovative and creative there has to be room for experimentation and failure. It is impossible to improve without risking failure. Remember: Fear of failure can prevent improvement. Finally, do not condemn anyone for any reason. This can irreparably damage relationships. Here are some positive actions you can take to develop a happy and productive project team:
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Achieving Success through Program Management
| A report detailing the impact of the 2010 Taipei International Flora Exposition estimates that Taiwan brought in more than US$1 billion during the six-month event. These benefits were created by synergy, which was cultivated through centralized program management. What do I mean by synergy? Cross-related projects benefit from efficiency and control when activities are combined rather than performed separately. The exposition is a good example of the kind of synergy that program management should bring -- an example worth considering if you want to manage projects effectively within a program. The event had an organizing committee, which was set up like a program management office (PMO). Endorsement from the International Association of Horticultural Producers (IAHP) gave the organizing committee the freedom and authority to be effective. IAHP provided the committee with clear objectives, which allowed committee leaders to establish concrete goals for meeting stakeholder expectations. The exposition involved 377 projects and more than 23,000 participants. With so many stakeholders involved -- all of whom were eager to stage events, exhibitions, shows and displays -- the event's success required all of their coordination and cooperation. All of these stakeholders' concerns needed to be understood and met. This was only possible through the organizing committee, which worked closely with local tourism and cultural bureaus, as well as the government. The committee had to negotiate, mediate and monitor the projects, and assist the stakeholders to achieve their own benefits, so as to maximize the synergy effect. But it is not just strong, centralized management that ensures a program's success. The program manger must also correctly identify clear objectives around which individual projects are organized. As exemplified with IAHP and the committee, objectives of a program can only be defined from top to bottom, which requires a higher level of governance. Once the objectives of a program are set up, every project under the program shall be carried out in accordance with the objectives to ensure alignment between the execution and objectives. What do you think? Does centralized management ensure a program's success? |
The 50-something Project Manager
Categories:
Generational PM
Categories: Generational PM
| Nowadays, many of the seasoned project management professionals across the world are part of the baby boomer generation, a term often used for those born between mid-1940s and the mid-1960s. I'd like to talk about their contribution to the project management profession. As a member of this generation, I can attest that baby boomers are competitive by nature. We are confident, independent and self-reliant. Although respectful of authority and hierarchy, baby boomers think that rules can be changed. Thus, don't be surprised if during a project meeting baby boomers argue about the project issues. While leading a multigenerational team, baby boomer project managers will face conflicts due to the diversity of generational values. Addressing conflict in a multigenerational team will require for the project manager to master a multigenerational mindset. That means you must: • Understand that beliefs and values are not easy to change. Learn about why other generations behave as they do. • Put yourself in someone else's shoes to get a better perspective on what motivates the multigenerational team. • Work with the generational differences rather against them. Establish an on-going and candid communication environment that fosters dialog among the team members. Regardless of your generation, your purpose as a project manager is to lead and inspire your project team while leveraging the divergent point of views of your team members. As a baby boomer project manager, how do you deal with generational differences in your project team? Are you doing something to master your multigenerational mindset? See more posts about multigenerational teams. |