Do you speak the language of your team members? Poor communication is a leading cause of project failure, according to countless industry surveys and studies. So how can project managers ensure that the messages they are sending are actually being received as they were intended?
Sometimes we don’t recognize when we are in the presence of a good leader until after we have moved on. We judge differences in personality and style too quickly, reflect on their potential value too slowly, and lose out on opportunities to grow as leaders ourselves.
All is fair in love, war and projects. Projects, you say? Why not? Projects are similar to love and war in one significant way: they all involve people who are motivated to compete to improve their status. As potential suitors would contend for the affection of a lover, organizational leaders compete for power and resources.
Need help steering a path between mountains and molehills? Much has been written about how to implement highly structured project management. However, little guidance exists regarding how to proceed when conditions are less demanding but not entirely ad hoc. Until now.
New survey finds that 87 percent of employees say that working with a low performer has made them want to change jobs, and 93 percent say that working with a low performer has decreased their productivity.
Most major organizational initiatives require visible, unambiguous, short-term wins to persuade skeptics and marginalize cynics. Strategic change leaders need to identify the low-risk actions within the larger effort that will have the widest impact, and then publicize the results. Here are helpful tips and real-world examples.
A lot can happen during planning and requirements. The business may be discovering what it wants for the first time, or stakeholders may see what the solution demands. Those are just a few of the creatures lurking in the dark...