Advice, guidance and opportunities to advance your leadership skills and know-how.
Whether you are a project leader or a team member, your relationships with others will probably be the most important factor in your own success, not to mention the success of the initiatives you work on. Here are 12 common traps that can damage relationships. Avoid them at all cost.
Guess what…this project manager went to a project management conference and it wasn't boring! In fact, it was very memorable. This two-part article recalls some thoughts from attending the recent PMI Global Congress 2016—North America in San Diego.
The only thing you can reliably change or control in any company or team is yourself. So start there and be a truth-teller, says Mindy Mackenzie, author, McKinsey senior adviser and former WalMart executive. It’s the first step in building a credible partnership with your boss and collaborative, reciprocal relationships with your peers.
“Essentialism” is more than a time-management or productivity technique. It is a systemic discipline that drives us to ask questions that go deeper than “Is this meeting important?” and venture “Is this project actually going to make a difference in our organization?” And it requires the scheduling of “blank space.”
Are you wasting time and energy trying to improve your weaknesses as a leader? Are you asking others to do the same in performance reviews? Instead, focus on “middle skills” — the abilities between weaknesses and strengths that are our most underdeveloped resource for long-term professional development and growth.
For project managers to advance into senior-level, strategic roles, they must call on their relationships, experience and expertise to actively identify opportunities that can benefit the business. Equally important, they must be able to “sell” these ideas by connecting them to the organization’s priorities, competencies and values.
Strategic initiative management requires leaders who bring five critical competencies to the role, from relationship-building to good decision-making. Here, Jack Ferraro discusses each of these skills, and why it is more important than ever to develop them and position yourself as an effective strategic initiative leader. [30 min.]
By creating attainable goals early in a project and celebrating these small wins, leaders reduce pressure on themselves and their teams. They also build confidence and morale, which helps develop the tenacity to overcome future obstacles and achieve bigger victories down the line.
Here’s a professional development path that all project managers should explore: learn how to manage pressure. It will make it easier for you to deliver your best work when it matters most. In this new series, we begin with using positive expectations to kick off a new project.
The new Added Qualifications certificate-based program will provide training in more advanced, business-critical topics, starting with Scaling Scrum Fundamentals.