Leadership isn’t about seat placement at a meeting; it’s about influence and impact through delegation and communication. However, the best leaders also exude a “presence” wherever they sit or stand. Can we assess, measure and develop the seemingly intangible qualities of this X-factor?
We’re hearing an awful lot about millennials and how managing them requires a fundamentally different approach. Does it really? Understanding and adapting to the needs of your team has always been a vital function of strong leadership. If you’re losing touch with a generation of people, that’s on you, not them.
As an organization transitions to Agile, executives play a key role. And they too must transition, modifying their leadership approaches as well as their operating methods. It takes dedication and work, and even the best may fall into bad habits if not careful.
To turn around an organization sliding into bad project execution habits, leadership first had to agree on what “good” looked like. Only then could standards be clearly defined and translated into measurable practices that drove improvements. There’s still a long way to go, but here’s how a solid foundation was built.
Here are the 10 most highly recommended project management tools on TrustRadius, a business technology research platform that gathered and verified user ratings of 14 features, including team collaboration, mobile access, and support for agile and waterfall methods. Also: three tips for PM software buyers.
Typical workforce engagement initiatives focus on unlocking discretionary effort but fail to inspire. The result, too often, is dedicated but exhausted teams. To unlock value creation and innovation, we need to better manage people’s energy, and it starts with making conversation part of the organizational fabric.
When poor project management behaviors go unchecked, they eventually become the new norm. Pushing through a customer request without regard for change controls, or skipping weekly risk reviews, might work out OK in the short term, but it will cost an organization over time.
Leaders in an agile organization serve their teams, not the other way around. They are committed to developing and supporting team members. They listen, trust and get out of the way — always in the name of creating greater value. Here’s how it looks and works in the trenches.
Leaders in agile organizations trade command and control for flexibility and freedom. They communicate the vision for a product or change, and then allow teams to figure out how to deliver the best outcome, removing barriers to success along the way.
Here are seven important questions to consider when evaluating a proposed initiative. They can be referenced by executives or directly posed to the project champion, who may also use them as a guideline for presenting the opportunity. Regardless, they support better understanding of the specifics of any given initiative.