The Good Enough Mindset | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Departments > On Budget/On Time
Project managers are constantly deciding how to apply limited resources to countless tasks. On rare occasions, we are able to get everything done exactly the way we want it. Most of the time, we have to decide not only what to do but what not to do.
Successful project managers get more done with limited resources because they know there comes a point where incremental results aren’t worth the expense required to achieve them. These leaders are able to define clearly what “good-enough” means for any task, and they also encourage team members to self-check each other from “polishing apples.” Simply put, good-enough teams get more done because they know not only when to start, but when to stop. A good-enough mindset includes:
__ Establishing guidelines. When taking on a project or task, discuss with the team where the good-enough line lives. Example: it may be acceptable to have different fonts in a presentation, but unacceptable to have spelling errors. Clear guidelines on what good enough means reduce rework and misunderstandings.
__ Aligning expectations.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement