How you are perceived — by team members, stakeholders and executives — will greatly impact your ability to lead projects and programs. Right or wrong, perception is reality. It’s also pervasive and persistent, and it can be a long-term burden or asset. How do you manage your perception?
Productivity is the art of doing more with the time, money and resources at your disposal. To enhance the productivity of an organization or team — be it streamlining processes, improving communications or fostering innovation — leaders need to pay attention to these six cultural attributes.
Change initiatives can be mentally and physically taxing because it is more challenging to be in a “mindful” state of learning something new than in a “mindless” state of doing the familiar. Physical or cognitive “nudges” help — not by forcing adoption of new ideas, but by creatively eliminating obstacles so that it happens naturally.
At some point during an Agile transformation effort, individuals and teams start feeling better, worse or indifferent about the changes taking place. Beyond the mechanics and mantras, what should organizational agility "feel" like? Here are seven “DNA markers” to gauge if you're on the right track.
In the ever leaner, faster business world, the pressure to perform only intensifies. In high-stress project environments, it is critical that leaders recognize the warning signs of people who are suffering and provide support to limit or prevent both immediate and long-term damage to team morale and productivity.
A formal decision-making process is “mission-critical” to project and program success, according to a new Project Management Institute report, which finds that a shortage of actionable information available to key players throughout the project lifecycle is a huge roadblock in many organizations.
Projects must deliver value, of course. But they can deliver additional benefits by being aligned with the values of an organization, including improved team morale, stakeholder trust and work efficiency. It’s also worth analyzing if they align with your own values.
When introducing a new idea into an organization, even the most enthusiastic and knowledgeable champions will struggle to sway some people simply because they don’t know or trust them. It can be more effective to enlist a few other supporters of the change to convince their close colleagues who have not.
Every organizational change effort has its ups and downs. It’s a difficult process. To avoid being overwhelmed by all the challenges and bridges still to be crossed, celebrate the small wins. They can build momentum and instill confidence (in you and others) that greater successes are possible.
Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.