Some time back I spent about three hours writing and doing emails at one of our local malls. I love this place because there are lots of tables to sit at and the mall has free wireless access so I can be online all the time. As I was exiting the mall I noticed a woman about 20 feet away from the entrance heading into the mall. As I walked out the door I held the door open for this woman for a few seconds. As she walked by me into the mall she said "WOW!" She was surprised that I actually took three seconds out of my life to hold a door open for a complete stranger. Imagine what I could have done with those three seconds that I wasted :-).
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:
Recently I ran across a situation that reminded me of leaders needing to delegate responsibility while remaining engaged with what the team is doing. At one of my former employers we had a particularly thorny issue which required multiple groups to work together to address. It was important that I delegate resolution of the issue to the team, but it was also important that the team had a glimpse into some of my thinking on the issue. When I delegated the issue to one of my managers for resolution, I also articulated some guiding principles that the team needed to keep in mind while resolving the issue. What this allowed me to do was not only provide some considerations for the team to noodle over while coming up with a resolution to the issue but also empower the team to make the decision as to what to do about the issue.
Over the years I have been on both ends of constructive (and not so constructive) criticism. Quite frankly, I still struggle with doing this flawlessly every time, but I've put together some guiding principles that I try to work under and thought might be helpful to you:
If you're like many people, the thought of speaking in front of a group of people is like bamboo under your nails. Truth be told, the audience wants to see you succeed and doesn't want to see a crash-and-burn on the stage. The audience is rooting for you.
Next time you have to take to the podium, keep the following in mind:
When I wrote my first book in 2004 my publicist told me, "you've got to write articles to get your message out and sell books!" Being a good soldier I saluted and contemplated how I was going to get it done. My publicist turned me on to a ghost writer who wrote an article under my guidance. After paying way too much for the article and seeing the finished product, I vowed never again to have someone else write for me. I decided that if I had crappy articles it was going to be because I was the one who wrote them, not because I paid someone to write crappy articles for me.
When I wrote my first article, I decided on the topic and just started writing. It was a disaster. The content was disjointed, lacked focus, and made no sense. It also took me hours and hours to produce a piece of garbage. There had to be a better way. Fortunately I found it after a lot of trial and error.
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.
What we learned was more than what we had anticipated; not necessarily about their purchases, but about how they worked and the importance of urgency versus importance in their jobs.
Within a few months of my open door policy, I saw my own productivity drop and my frustration level rise because I kept getting interrupted by people taking me up on my open-door policy. My open-door policy soon turned into a series of random interruptions that caused me to not get my stuff done. I came to recognize that I needed to be accessible to people but that I could control the accessibility through scheduled time. Open-door means be accessible, not come in whenever you want.
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