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.

People who are strategic in nature are effective at the why and what. They can paint a clear, compelling vision of some future state and get others to align to the future state. This skill is super critical in generating excitement and buy-in on the “what could be.”

People who are tactical are effective at the how, who and when. They can ingest the compelling vision and translate it into an executable plan while effectively managing scope, schedule and budget. This skill is imperative if the strategist’s great idea is ever going to make it beyond slideware.
There are some, though, who are competent at the why and what as well as translating it into how, who and when. They can be strategic, but can also switch hats when the situation dictates and be tactical. Those who can do this are what I like to think of as stractical (my made-up word).

Read more at ProjectManagement.com.

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:　

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.

I always want to ensure I am putting my four decades of experience to good use by helping others grow—and helping them avoid some of the (many) mistakes I made as a project manager, leader and human being.

In thinking through my responsibility as a steward, it occurred to me that being effective as a project manager is much more than honing skills—it’s about guiding project managers in not only work skills, but also life experiences. It’s about positioning project managers for long-term success. It’s about helping PMs bounce back from failure, learn from it, and then help others avoid the same failure. It’s about what I call building sustainability, which will be the underlying theme of my content: the Sustainable PM.

Read more on my column at ProjectManagement.com.

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

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:

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:

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: