Even though politicians who get the most media attention do so by tearing other people down to build themselves up, this approach most certainly is not a recipe for success in business. When you focus on bringing out the best of everyone in your business rather than tearing people down, you create a culture of success - for everyone.
Customers and clients know when the person they’re working with is unhappy in their job - and they know when the person they’re working with has genuine passion, enthusiasm, and talent for what they’re doing. Employees who are thriving because who they innately are is celebrated and leveraged create a positive organizational culture. This extends beyond the workplace and profoundly influences the organization’s relationships with clients, external stakeholders, and the general public.
What qualities make a good Project Manager? Whether you’re in a position to hire a new Project Manager, or are looking to advance to this position yourself, there are a few characteristics common to Good Project Managers (and Bad Project Managers) that I’ve identified over several decades of working with many Project Managers in all industries. What I’ve found is that there are a few telltale signs of Good and Bad Project Managers that prospective employers can identify early in the hiring process. Recognizing these signs sooner rather than later can save employers countless headaches that result from dealing with a bad hire - and help aspiring Project Managers avoid behaviors that can limit their potential for career advancement.
As a leader in your organization, you know the value of Project Management principles and tools. You know that good PM education can get your whole team speaking the same project language, streamlines processes for making decisions, and facilitates effective communication among stakeholders. The trouble is, you know that PM trainings vary widely in quality, and can be costly and time-consuming for your organization. Without testing them all out for yourself, how can you discern which PM trainings are worth your time and money?
In this article, we discuss the three areas that anyone considering investing in PM training needs to consider. They are: the program’s education philosophy, instructor qualifications, and program outcomes. When you know what to look for in each of these three key areas, you’ll be well-prepared to decide which PM trainings are worth your time and money - and which are not.
I recently took a class to learn how to navigate the Inside Passage to Alaska. The class was held on a 65-foot rebuilt wooden 1929 boat with the original diesel engine: the "David B." This adventure originated because a colleague wanted me to help sail a 32-foot sailboat from Washington to Alaska to use for our corporate retreats. I realized doing this might require some unique skills, so I sought out a class to get a handle on what would be involved in this pursuit.
The goal of the class was to get the David B 740 miles from Bellingham, Washington to Ketchikan, Alaska in twelve days. The speed the boat traveled was dependent on the capabilities of all the systems on the boat, the strength of the crew to be at sea, the wind, the tides, the currents of the various channels and passages, and any obstacles or distractions encountered en route.
The most recent 2015 Pulse of the Profession study from the Project Management Institute (PMI)® found that the ability to acquire and keep highly talented employees is one of the best predictors of an organization’s success. As they authors explain in their conclusion of the report, “Organizations continue to recognize the value of people who are versatile, have deep strategic insight, and who champion knowledge development and knowledge transfer as essential to performance improvement and competitive strength” (PMI 2015). In today’s competitive job market, what does it mean to be “highly talented” in Project Management?
How to control your greatest asset and potentially your biggest threat
Critical to any projects success is having a good project sponsor, but, like the saying goes ‘you can pick your friends but you can’t pick your relatives’ and the same is true of project sponsors.
What is productive laziness
'Progress isn't made by early risers. It's made by lazy men trying to find easier ways to do something.' Robert Heinlein (1907 - 1988)
By advocating being a 'lazy' project manager I do not intend that we should all do absolutely nothing. I am not saying we should all sit around drinking coffee, reading a good book and engaging in idle gossip whilst watching the project hours go by and the non-delivered project milestones disappear over the horizon. That would obviously be plain stupid and would result in an extremely short career in project management, in fact probably a very short career full stop!
Lazy does not mean Stupid. No I really mean that we should all adopt a more focused approach to project management and to exercise our efforts where it really matters, rather than rushing around like busy, busy bees involving ourselves in unimportant, non-critical activities that others can better address, or indeed that do not need addressing at all in some cases.