September 28 & 29, 2020 | Virtual
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You are a good PM if people trust in you to solve their problem and reduce their fears.
So, how can you make them trust? Who is 'them' anyhow, what are their expectations?
It may help if you have a certificate, have some years of experience in similar fields, some seniority and a positive attitude.
Emotional intelligence helps you to understand the feelings of others and helps you influence them - building trust.
Experience includes some failure, because it is failures where we learn most. You will take on higher risks over time and may fail at a later stage in your career.
My very first project was quite successful, my third not so much.
While somebody think that "good"/"excelent" are common agreed adjectives I fully believe that the first thing to fail as project manager (and other things in the live) is to take those adjectives without understanding of the great amount of ambiguity they carry out. This type of things must be analized inside a context where the context is normally the organization where you are working into. Believe me, what is "good/excellent" for an organization is totally the opposite for other. In fact, I reject work proposals inside top companies in the world because I do not agree with they consider a "good/excellent" project manager. For example, because the management style they had defined into their culture.
Super points above from both Thomas and Sergio.
Establishing oneself as a trusted shepherd to guide others through the project journey is what important here, and that is done by building those relationships step-by-step and earning the recognition and unwavering trust of one's colleagues within the organization.
This is also an important aspect - within the organization. When moving to another organization, those exercises must be done again, though now the previous garnered experience can be leveraged to accelerate and improve upon the process. And the cycle continues. Eventually, a reputation and inherent qualities of leadership showcase themselves through one's actions.
tl;dr-not simply time or subjectiveness defines a PM's expertise
It is less about the number of projects and more about the depth or breadth of experience you've gained. I'd also say that excellence in project management is a lifelong pursuit - unlike in "hard skill" roles, you will spent a lifetime honing your soft skills.
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