Leadership doesn't respect, and recognize PMP in my organization. They consider it's just having a certificate that practically adds no value for them. They talk about Agile but consider only Scrum practices, and ceremony as Agile. How to cope up in such environment? Saving Changes...
My organization also does not recognize the value of a PMP. They believe that a PMP alone does not make you a good PM (which I agree with), but they also discredit the fundamental benefits of the certification process and commitment to maintenance. Saving Changes...
I'd recommend being strategic and apply your PMP training without using PMP terminology.
People like to talk in "business-ese" -- but I successfully implemented a Scrum Project without using a single term from any Agile framework. Daily Stand-ups were done over Facetime. Before you knew it, the project was completed and I was praised for an effective and innovative approach - but I didn't waive my CSM in front of them.
Let things happen organically, but seize those chances to show the benefits of your knowledge. Saving Changes...
"Every child is born blessed with a vivid imagination. But just as muscles grow flabby with disuse, so the bright imagination of a child pales in later years if he ceases to exercise it."
