Building relationships with the people we work with is critical for business success. Project managers have become accustomed to the “new normal” of working from home or other remote arrangements, so use these five steps to help strengthen relationships and improve project performance.
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Conscious leadership focuses on building a culture of “we” rather than a culture of “me.” While it sounds simple, it’s far from easy. Here are some principles to help you become a more conscious leader.
Control-based project management isn’t effective in times of volatility, uncertainty, complexity and ambiguity, especially in a knowledge economy built on mobility and autonomy. The better leadership approach is to let go, which doesn’t remove accountability but does require developing trust in your team.
The last element of a high-performing project team isn’t a title or a skillset. It’s culture. But the right culture doesn’t happen by chance. Here, the author of a guide to leading digital initiatives shares five core values for building winning teams.
Project leaders have a key role to play in innovation. It starts with giving teams the flexibility to be creative and develop unexpected results. Facilitating customer interaction helps teams explore what is actually needed and get in the mindset to deliver it. And stakeholders must be prepared for change and ambiguity, instead of predictability.
Sometimes, we overcomplicate things and need a reminder that the simple approaches are often the best. Just look to our furry friends for proof.
Project managers often see themselves as problem solvers, but that’s not quite the right way to look at things in every situation. Problem solving shouldn’t always be the project manager’s job...at least not directly. Are you enabling your team members to solve problems?
Project teams often use sports metaphors to motivate each other, but be careful. There are some dangers with it that don’t exist—or at least aren’t as important—in a sports setting.
Living through the pandemic has offered some insights and observations about how we work in teams—and how we can improve team interactions going forward. Those insights aren't just about improving work in a pandemic, but how we can think about enhancing team functioning even as we move to whatever the next “normal” becomes.
Evolving into a functional team can be difficult. The nuances of human behavior inevitably lead to some level of dysfunction. Here are three common problems and their causes—and suggestions to solve them.