Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Are You Stifling Your Team’s Creativity?
|
by Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP Having an innovative mindset isn’t as simple as having good ideas. It takes strong project leaders who create an empathic culture in which people can share their ideas and feel empowered to challenge the status quo. According to PMI research, 3 in 4 project professionals say their organization has sponsored or invested in innovative ideas brought forward by teams or individuals. Unfortunately, that doesn’t always happen. Here are three ways project leaders stifle the creativity of their teams—and why you should avoid them at all costs. 1. Sticking to the same old routine Teams should always be looking critically at how they’re navigating project challenges. Sure, some techniques and ideas stand the test of time, but the team should feel supported to bring fresh perspectives and experiences to the table. When I joined a new team many years ago, I ferreted out some process inefficiencies and some requirements that weren’t tracked properly and alerted the project managers. They had their reservations but remained open to my input. We delivered the projects successfully and the team as a whole gained valuable lessons. To keep you and your team receptive to new ideas and new ways of working, ask yourself:
2. Deprioritizing new ideas When I joined a team as a new volunteer, the team was encouraged to generate new ideas, but then leadership ignored them. This crushed team morale and held me back from making any proposals. Remember: A motivated project team is an effective project team. To keep the ideas flowing, take team suggestions, challenges and recommendations seriously and prioritize them as part of your project strategy. Ask yourself:
3. Failing to secure team buy-in A few years ago, my team wanted to consolidate different trips to Africa among multiple departments. I proposed that we use a shared digital spreadsheet to keep track of these trips, while a senior manager, instead, proposed a new tool not yet adopted by most team members. The goal was to push the new tool, but the team wasn’t open to it at that time. As a result, we had this shiny, new resource that cost money and that few knew how to use. Getting feedback and buy-in from the team is integral in creating meaningful change. Here are a few suggestions for securing that support:
The possibilities to spur positive change should not be squandered. Project professionals must kindle the spark of curiosity and embrace new perspectives, even if they’re disruptive. How do you keep your team inspired to remain creative and innovative? Share your comments below. |
A New Year, A New Kind of Leadership
Categories:
Leadership
Categories: Leadership
|
by Dave Wakeman Well, we’re about to turn the page on 2020. And while I’m hopeful that 2021 will be much less disruptive, I did want to share a few lessons I hope we take with us into the new year: Mental health deserves our attention: This year, I’ve heard more discussion than ever before about the need to monitor mental wellbeing and encourage people to put their mental health first. I get that the modern economy seems designed to wring every productive second out of us. So it takes a conscious effort to turn off and tune out. Only then can you recover and be able to push forward and work on new projects. Recharging doesn’t have to be a complex thing. One of the most powerful forms of rejuvenation I’ve heard from many people this year is mindfulness. Processes have power: We’ve seen a vaccine for the coronavirus come together faster than any effort like it before. What got us there? Science and processes. Both are help fueling innovation, progress and effectiveness. I don’t have to tell you in the project management community about the power of processes, but we should all be hopeful that the world at large understands how important processes are now. True leadership matters more than ever: We’ve see how bad leaders can cause a great deal of damage, especially when they aren’t forthcoming with information, lead with lies and disinformation, or just give up. But this year has also shown us how important good leadership is to teams, countries or any organization. Now more than ever we need leaders to help pull us together and we need to step up as project professionals when this doesn’t happen. What leadership lessons learned will you be taking into 2021? Happy holidays. Stay safe!
|
Lessons in Innovation From Retail’s Rock and Roll Rebels
|
by Cyndee Miller It takes a certain swagger to be in a rock and roll band—and to launch a retail project in the middle of a pandemic. And yet defying conventional wisdom, The Rolling Stones and Nick Cave launched their own retail fiefdoms, each one a fitting distillation of their respective brands. For the Stones, it’s an in-your-face boutique on London’s famed Carnaby Street. For Cave, it’s a new site hawking “things conceived, sourced, shaped and designed” by the man himself. Purists might cringe at the blatant commercialization, but that’s poppycock. Rock and roll is—and always has been—a business. Mick Jagger might be known as the lead singer of the Stones, but he himself was a student at the London School of Economics—and clearly knows a solid project opportunity when he sees it. Billed as the first permanent retail space by a musical act, RS No. 9 Carnaby Street is a collaboration between the band and Bravado, the merchandise and brand management arm of Universal Music Group, the Stones’ label for more than a decade. Make no mistake, these folks are no retail dilettantes. They picked a prime spot in the Carnaby Street district and worked with GH+A Design Studios to create a stop-shoppers-in-their-tracks boutique—starting with the massive 3D-printed statues of the Stones’ signature tongue-and-lips logo in the window. Inside, the studio brought in glass floors graffitied with Stones lyrics and five huge screens looping exclusive archival performance footage. The band even collaborated with the Pantone Color Institute to create a Stones Red hue featured all over the store and its line of goods. This clearly goes far beyond the merch stand at concerts or even the pop-up shops dedicated to musical acts ranging from Rihanna to The Clash. (Those projects come with their own issues as PM Network reported a few years back.) But launching a brick-and-mortar store right now is an audaciously bold move even for the self-proclaimed world’s greatest rock and roll band. With Euromonitor predicting global retail sales to dip by more 3.5 percent this year due to the pandemic and more shoppers flocking to ecommerce, the Rolling Stones did what all good project leaders do: They adapted. Along with the new shop, there’s a dedicated RS No. 9 Carnaby hub added to the band’s existing online shop, with an interactive 360-degree feature that lets shoppers move around the London boutique and score digital-only options. “We had to pivot our strategy a bit and there’s a much heavier online component,” former Bravado CEO Mat Vlasic told Rolling Stone magazine. The pandemic did delay construction and stalled the opening by a couple months. But make no mistake, unlike last year’s pop-up shop in the United States, the London outpost is built for the long haul and will follow the best practices of traditional retailers, with plenty of buffer in the schedule for new product design. Vlasic told the magazine that building out a longer timeframe allows the team “to be much more creative … and not be confined by ‘Oh you can’t do this because you don’t have the time.” Cave’s retail empire is a bit more modest and a whole lot more esoteric, but this project too was born of the COVID crisis. “I feel very free, free to do what I like—the music industry has been atomized, the rulebook has been torn up, few of us are working, but there can be an energy to disaster, a feverish need to respond to a crisis that is weirdly compelling.” Cave told Financial Times. Out of that came Cave Things, what he calls s “a mysterious, subversive, super-playful enterprise where anything can happen.” Launched in early August, the ecommerce site offers everything from erotic wallpaper to what’s being promoted as the first and best bunny bowl designed by a rock star. Cave already had an ecommerce site for him and his band The Bad Seeds. But it was pretty straightforward, whereas Cave Stuff goes “beyond merchandise but stops before art… the incidental residue of an over-stimulated mind,” as he describes it on the shop. And this indeed seems to be a project “that sits in a place entirely of its own.” So what do you think? These rockers have definitely turned up the volume on innovation—can traditional retailers pick up a few tips? |
5 Ways to Be a Better Virtual Leader
|
by Emily Luijbregts As a project manager, one of the worst things in the world is feeling like you’ve failed a team member. Earlier in my career, I experienced this feeling quite a few times. It was a really steep learning curve for me, but after gaining more experience, I thought that I knew how to communicate and manage teams. Still, I wasn’t prepared to adjust my approach to lead virtual teams amid the pandemic. And then I learned. Here are my most valuable lessons learned for leading virtual teams:
One of the most effective ways for me to manage my team is to establish ground rules at the start of the project and some clear expectation management for how we are going to work, what’s important for all of us as a team and what they can expect from me. It’s really important to avoid making any assumptions for how you think people want to work or what they are motivated by, as there is a high chance that you might be wrong. It’s not just about knowing your team members, but about having a deeper understanding of their motivations.
I’ve had several team members who have burned out. Most recently, I’ve been mentoring someone, who, since March, was working 14-hour days because they felt like they had to be seen working. When I asked them about their work-life balance, I was bluntly told that it didn’t exist. They were completely isolated from interactions outside of work and this caused a dramatic deterioration in their mental wellbeing. One easy way for me to address the work-life balance of my team is to address the meetings I schedule. Are they really needed? Do I have the right attendees in the meeting? Are the meetings the right length? I’ve managed to cut down 50 percent of my meetings and avoid Zoom fatigue by arranging shorter catch-ups or different meetings entirely to get the same information.
If you can, try to interact face-to-face at the start of the project. Using video can really help build trust. Another method for building a meaningful connection is to invest in your team members and ensure they have an opportunity for grow within your project. I try to understand each person’s own development plan and where they want to go in the next year(s), so I’m able to support that.
Try doing quizzes, virtual team lunches, show and tell, and setting aside time in team meetings for small activities, like online trivia or other conversational “ice breakers.”
I like to encourage my team to be innovative and creative. That includes having people think about how they work and if there’s a better way to do the work itself. As the project manager, you should understand how your team works most effectively and then protect its ability to do so. What are the biggest virtual leadership lessons learned you’ve gathered this year? Let me know in the comments. |
AI and the Project Manager
|
by Wanda L. Curlee, PMP, PgMP, PfMP, PMI-RMP As artificial intelligence (AI), the internet of things (IoT) and other new diruptive technologies enter the business mainstream, how will this impact project management? And how will it affect your job? In any business, understanding data is essential. However, there’s so much of it that no one human being can review it all and truly understand the trends and what’s relevant to the project at hand. That means those project managers who embrace these technologies will be lightyears ahead of their peers. And those who do not use these tools will struggle to be of value to the organization. Back to School First and foremost, you need to understand these emerging technologies and how they can help you lead and deliver a successful project. While the project management profession is lagging behind in adopting AI, IoT and other vital technologies, there are myriad ways to increase your knowledge. Take all the classes your organization offers and find out who knows or leads the areas you want to learn about. Come prepared with questions and suggestions on how AI and other technologies could help projects for the company. Why is this important?
Sell It Through Even after you become an expert on technologies the company has to help further the success rate of projects, your work isn’t done. This is now your project to move forward. You’ll need to share your learnings and new ideas with trusted individuals because their feedback is essential. At the appropriate time, create an executive white paper and present it to your supervisor and a project management office lead or project portfolio office lead. Remember, you’re looking for sponsors. If you’re not good at selling your ideas, get help. Ask other leads who don’t have a stake in what you want to sell to help you understand the hot buttons for the various ideas involved with your potential project. If those issues are covered, then your idea becomes easier to follow. Whether or not your organization buys into your idea, you are now a valued asset. If the idea was rejected, make sure you receive feedback as to why and update your proposal. Then present it again. Will AI replace you? No. It will be an adjunct. It will help you with decision-making and doing mundane things like chasing individuals to enter their time for the project, updating the schedule, suggesting the best what-if scenario or doing your first draft of a presentation, among other things. How have you leveraged the benefits of AI?
|