The use of the term “Mickey Mouse” is often considered a demeaning form of slang. But while there were times in the past where the Walt Disney Company vision may have faltered, its brand has persevered and become stronger--to the point where that descriptor is a badge of pride and excellence. What can you learn from that popular rodent?
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As a PM, maintaining a motivated team amid challenges is of paramount importance. This practitioner has collected a few lessons learned from her experiences leading agile teams over the years—and through interacting with other interfacing agile teams.
You will have to fight against the gravitational pull of negative organizational climate to achieve the engagement of project workers and others. Use these tactics to help you win the battle.
Team morale can be a fragile thing, but its absence is guaranteed failure. As project managers, how do we maintain morale in our teams? It’s a vital part of the job, but it is no easy feat at a time when resources are tired, frustrated, concerned for their own future and fed up of hearing the same old stuff about how important they are to the success of the project.
Distinguish yourself by fostering inclusion to maintain project team productivity. Start by building from organizational policies and training—then apply that guidance to team and individual interactions.
Adjusting to a remote way of working requires a change in how people think about work. How can we keep a sense of collaboration when working remotely? And how do we lead a team remotely when that team was always intended to be collocated?
For all that “talent management” might be logical and reasonable as a term, and sounds like it’s all about us, it’s actually not—at least, not the way we would like it to be. In the talent management wars, we are subject and not object.
"인재 관리"가 용어로서 논리적이고 합리적 일 수도 있고, 그것이 우리에 관한 것 인 것처럼 들릴 수도 있지만 실제로는 그렇지 않습니다. 적어도 우리가 원하는 방식은 아닙니다. 인재 관리 전쟁에서 우리는 반대하고 반대하지 않습니다.
We are all leaders of our teams, and that’s a responsibility that we shouldn’t take lightly. Your project team looks up to you--don’t let them down. Here's some advice on how to set the right example.
Contractors and consultants may be a necessary part of your project team, but you cannot manage their work in the same manner you manage employees--or even matrixed resources.