Organizations have diverse understandings of what digital security is and is not. As a consequence, they wrestle with who is responsible and who is accountable for organizations’ digital security. Do organizations expect the CISO to be a technology wizard, business savvy or a hybrid of both? Do organizations expect the CISO to be the responsible and accountable person in securing the computing environment and informational assets in the enterprise? Should the CISO be part of the executive team, or should the role be confined within the information technology (IT) group?
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The temporary, unique nature of the project management environment increases the challenges of management and its leadership function because the project manager typically has little to no authority or asset ownership. This dynamic places a premium on influence-based leadership. So how does a project manager develop an influence-based leadership style? By examining an environment extremely similar to the project management environment - the military environment!
This is the first webinar of a series of four. In this session, the presenters will start analysing what triggers Millenials to join a Company (and to remain!), moving to the Company's values and concluding with organisational change. Change is necessary, but it should not be a stressful event for those involved. We will discuss the practical aspects of managing the people side of change, what are the risks when misconducts happen, and what is the secret sauce to overcome them successfully!
The truth is that a project kickoff meeting can make or break a project. Done well, the kickoff meeting can set the project on a path for success, but a nightmare kickoff meeting can wreak havoc for months to come. These are a few simple secrets that can make a huge difference in the effectiveness of your next project kickoff meeting. If you're already familiar with kickoff meetings, no worries. This presentation isn't a soup to nuts overview of how to run a kickoff meeting. Instead, we'll identify several specific techniques that you can throw into your bag of tricks to avoid common pitfalls and move your kickoff meetings from good to great!
Virtually everyone agrees that projects benefit significantly when team members and key stakeholders speak up to ask questions, voice concerns (early!), and provide honest feedback. It’s that candid feedback that helps teams arrive at better decisions and sometimes avoid all-out calamity, but the truth is that oftentimes team members (even PMs) don’t feel free to speak up. In most organizations people are hesitant to speak up because they don’t want to make waves, go against the grain, ask “stupid questions”, or be viewed as difficult. Indeed, most organizations don’t have a culture of candor and their projects and project results certainly may suffer as a result. A key challenge that Project Managers and organizational leaders face is how to develop a culture of candor. It’s easy enough to say but hard to do. This presentation shares specific techniques that project managers and team leaders can use to build a culture of candor within the team. We’ll explore best practices that will help leaders not just talk the talk but walk the walk as well with their teams.
Almost all leadership books assume that the leader has authority over their team members. The challenge for project management in a matrix-structured environment is that this is not always the case. To deliver in an organization where the project manager does not have formal authority a whole new plan of attack has to be executed.
When you work in a culture that aligns with your personal values, you feel energized. You are motivated and committed to the welfare of your colleagues and the success of the endeavor. Releasing this level of energy is critical to building a high-performance culture and successful business.
You just cannot go unnoticed through a high-performance organization; there the difference is felt instantly through the work environment. The enthusiasm is prevalent and the team-members are energized. They have purpose and they are working together to get things done.
Organizations of all sizes are in a period of turmoil and transition, making effective change management more important than ever. With all the conflicting advice and change models out there, it can sometimes be hard to determine what’s important and what isn’t. This webinar makes the complicated simple by giving you the six keys you need to open the doors to change. The Six Keys to Confident Change Management draws from decades of experience across numerous disciplines, from psychology and neurology to systems thinking and beyond. Whether you’re doing a process improvement or reimagining your entire organization through digital transformation, you’ll learn the keys you need to be confident and successful with any change you’re trying to accomplish.
Project management is not an exact science as much as we want it to be. People are dynamic. They change hour to hour while projects last months or years. As a leader, project managers have to deal with these dynamic individuals on a daily basis. There is not a science that has come up with an equation to solve the mental mysteries of team members.