Some time back I was having breakfast with a couple of guys that I work with in one of the organizations which I volunteer. In this organization, I have been leading a group of about nine men for about four months to set a vision for the group, decide upon our key focus areas, and lay out activities which the group will undertake for the next year. I was very pleased with how the team "gelled" and the fact that we seemed to be moving the ball forward towards meeting our vision. During breakfast, one of the guys told me that, by and large, the team was happy with me but a couple felt that I came in too heavy-handed and authoritarian. Blech.
As leaders we have a responsibility to ensure that our area is managed effectively and that we are driving the organization to achieve its stated objectives. We also have a responsibility to grow the next generation of leaders to ensure that the great work we've done continues on after we've moved on. Keep some of these nuggets in mind as you ponder making the next generation of leaders great:
Brad was an incredibly bright young executive with a very promising future. Ever since graduating college, he seemed to take on increased responsibilities in his company like a duck to water. He married his college sweetheart, Nancy, right after graduation and has two small children. Brad's talent didn't go unnoticed in the industry, with several competitors approaching Brad about his willingness to join another firm. He steadfastly resisted, that is until the offer of all offers came his way.
Cantata Group, a larger and more prominent competitor to his current company, wined and dined Brad and ultimately offered him a VP position with a higher salary and better benefits. The offer was too good to pass up so Brad talked with Nancy about the job and they both became enamored with how this was going to advance Brad's career and what they would be able to do with the extra money. Brad joyfully accepted Cantata's offer, gave his current company two weeks' notice, and started in his new VP role.
Within a year of joining Cantata, he noticed some unexpected side effects of his new position. He was required to be in weekly global executive virtual meetings which could happen at any time of the day or night. He was routinely working 60+ hours a week, missing dinner with Nancy and the kids. He traveled at least once a week, many times to put out fires at clients. His eating habits were horrendous and he wasn't exercising due to his schedule. He began putting on weight. Nancy was frustrated with him not being around and his kids missed their daddy. The stress was unbearable and led to Brad one day grabbing his chest and collapsing during a customer meeting.
As a small business owner I’ve had many many discussions with colleagues about my products and services. Throughout these discussions I have gleaned some outstanding pieces of advice about things I should be focusing on and ideas that I should be pursuing. I also have been on the receiving end of some pretty random ideas which may have had some merit in the eyes of the beholder but just didn't seem to fit well with the direction that I want to take the business. One colleague of mine got pretty peeved with me because I wasn't executing upon his advice. The truth is, his advice just didn't align with the other advice I was getting and didn't fit well with the direction that I want to go. I stuck with my spider-senses and didn't execute upon his advice.
Project management is changing….it's becoming more strategic, more mainstream, and not just synonymous with technology implementations. Today's PM needs to be more than technically adept or be able to whip out a gantt chart. Get a read on some of these crucial skills the everyday PM will need to succeed:
Secrets of success? Oh puh-leeze. There aren't any secrets of success in my opinion. Success is achieved through things that we've been taught to do for years and years. Good old-fashioned hard work is one of your strongest foundations to ensure meeting your life goals. In addition, building the following pillars on the foundation of hard work will increase the likelihood that you can meet those goals and achieve your dreams. Check out these four pillars and see if any resonate with you:
Just about every seasoned project manager has experienced at least one failure in his or her career. I am always skeptical of the experienced PM who says "I've never failed". They're either lying or don't have experience. Some of my best (and most painful) growth as a professional occurred because of a failed project. Project managers can redeem themselves and maintain credibility by doing the following:
A couple of years ago I did an interview on what a manager can do to regain trust when he or she has screwed up royally. I thought the points were particularly pertinent to many of my subscribers so I thought I'd print excerpts from the interview here:
He hadn’t researched my company, didn’t understand what products we developed beyond our flagship product, and didn’t know what types of jobs we were looking to fill. The most amazing thing, though, was that he came in expecting me to sell him on the company versus him demonstrating why he was someone worth pursuing. My decision was made in the first minute of the interview. It was my easiest interview of the day.
As a child and young adult I was very independent. Regardless of the situation, if I was doing something I was determined to do it myself and not ask for anyone's help. In my eyes asking for someone's help was akin to admitting defeat or somehow showing others that I was weak or incompetent. My attitude was "If someone else can do it, I can do it". How Naive.
Contact Lonnie about article reprints. Please specify article you wish to reprint.
See Lonnie's Amazon Author Page