So everything isn't always peachy keen when it comes to working together.  At times co-workers are going to get in each others'  face and have some conflict.  As a bystander, there's some things you can do and not do to help put out the co-worker fire:

• Let them know how their conflict is affecting the rest of the team - Many times team members in conflict are only concerned about their own situation and don't see how the conflict impacts others. Truth is, when doing a team meeting with two ice-cold colleagues in the room with the pressure so thick it can be cut with a knife, the entire team is impacted. If the conflicting colleagues know the impact they are having on others they may be more likely to extend olive branches to each other.

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.

Recently I had an interesting interaction on LinkedIn. A young man from a financial services company asked to connect with me, which I accepted. He immediately sent me a message asking to meet for coffee to conduct a personal financial review, and told me his other customers were VERY (yes he “e-yelled” VERY) satisfied with the work he did. Aside from the fact that I’m satisfied with my existing financial advisor, I have a bit of a problem with someone on LinkedIn pitching me right after connecting. I replied with a simple “No Thanks.”

A few days later he responded back thanking me and asking why I declined. I had to decide whether to just ignore his question or respond. I looked at his profile and decided that he really wanted to know and that I could help him with his connect à pitch technique. I told him that I thought his trying to sell me right after connecting was disingenuous; that he didn’t take any time to learn about me and didn’t try to develop any rapport points. He then responded with “When did I try to sell you?” I told him that asking to do a personal financial review and telling me his other customers were VERY satisfied felt like he was pitching me. He then responded with “When did I ask to review your personal finances?” At this point I was curious as to where this was going, so I did a copy/paste from his original message that asked to do a personal financial review. This is where it got really interesting. He responded with the following:

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:

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.

Excerpted from The Truth about Getting Your Point Across…and Nothing But the Truth

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:

• Let your passion flow – The audience wants to not only hear about what you have to say, they also want to see your passion and excitement about your topic.  Allowing yourself to get passionate about your presentation will help get your mind off of the audience and more on to the topic you’re presenting. You’ve got something important to say, so get up there and say it with passion.

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.