Some time back one of my managers sent out an email announcing that we had just won an account. This was a very big deal for us as our product was new to the marketplace and we were working hard to gain acceptance with customers. Several of us responded to the email expressing our excitement over the new account. One of my managers responded with "I've got concerns" and listed off a series of issues with servicing the account. All of the issues that the manager brought up were valid issues; the problem is that I didn't know who was expected to do what regarding the issues.
When I was a kid one Christmas I got a Lionel train set from my parents. It was really cool. The locomotive had a smoke stack that actually "smoked" when you put a drop of oil into it. I can still remember the burning oil smell the locomotive would emit as it raced around the tracks. The transformer which governed the speed of the train went all the way up to "90" (I still believe it was in "miles per hour!") and had three rail cars that were all different colors and a caboose. The train set also came with enough track to form a figure-8 that I would push the tracks together using special pins that fit into the ends of the tracks.
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:
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:
On one of my consulting assignments I worked with one of the client's young rising stars who I'll call Buddy. Buddy was an incredibly hard worker, could take on a number of projects at one time, and managed to deliver results on a very timely basis. Buddy was also brilliant and had a very practical and keen business sense. Great raw materials for a great future leader.
In a prior life I was having a discussion with two of our managers on deciding between which of two food shows we should have a booth. As the discussion went on, one of our managers said, "well, we just need to do more research on what the best food show is for us to attend." While it is true we didn't have enough information to make a good decision, what we were missing was the decision criteria in which to make the right decision. Once we focused the discussion on what our decision criteria was (buyer attendance, breadth of product line which we can show, and cost), our data gathering became much more purposeful and focused and yielded a better-informed decision.
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:
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