In Part 2 of Persuasion Atrophy, I did a deep dive on the importance of choreographing your content and delivery. Professionals now and in the future need to be intentional about how they build and exercise what I call the persuasion muscle. This will ensure the skill of persuasion doesn’t give way to equating persuasion to shaming—and thinking critical copy/pasting is in and of itself persuasive.

Continuing to use The 4 C’s of Compelling Presentations as the roadmap for exercising the persuasion muscle and avoid persuasion atrophy, my focus is now on connecting with your audience.

In my freshman year of college, I took a class on giving speeches. Aside from helping me meet core requirements, I also thought it would be an interesting class. The instructor was opinionated, potty-mouthed, and yelled at the students if they did something he didn’t agree with. It was required that we prepare and present two speeches to him and the entire class. The class would provide feedback, then he was supposed to provide his feedback.

The purpose of my first speech was to educate the audience on a topic of my choice. I decided to do the speech about musical notes using a pie as an illustration. The entire pie equated to a whole note. I sliced the pie in half to create half notes, then sliced each half to create four quarter notes, then sliced each quarter to create eight eighth notes. Pretty safe topic, right?

Not according to my instructor.

Read more at ProjectManagement.com.

There are two seismic-shifting technologies that have already changed just about every aspect of our lives, and will continue to in the future. The first is social media. It’s enabled the rekindling of old relationships, the building of new ones, and the end of others. Anyone with a phone, tablet or computer and internet connection can participate in discussions with others anywhere in the world.

The second is artificial intelligence. Using the internet and its 150 zettabytes of information (that’s 150 followed by 21 zeros), AI can search, analyze and present information that is either humanly infeasible or impossible in no time. It’s changing the way we work and play.

Before going further, I am a fan of both technologies and do not in any way advocate a head-in-the-sand position on either one. I firmly believe that, as leaders and project managers, it’s incumbent on us to learn about these technologies first-hand and weave them into what we do.

I do, however, want to sound a warning bell about both technologies and how they can inhibit development of a crucial business skill.

Persuasion.

Read more at ProjectManagement.com.

In my article 9 Ways to Be a Better Feedback Receiver, I discuss nine points that a feedback recipient should consider when accepting feedback. Gracefully and constructively receiving feedback is a skill some master, but many never seem to learn.

Sometimes it’s about the receiver’s unwillingness to accept feedback, but it could also be about the sender doing a poor job of creating a conducive environment to complete the feedback sender-receiver exchange. The sender plays a crucial role in the exchange, which is vital if the sender has aspirations of attaining trusted advisor status.

Core to being a trusted advisor is internalizing the following:
My job is to tell you what I think, yours is to decide what to do with it.

A trusted advisor not only provides helpful advice that a recipient can put to use, but also recognizes that her role is to allow the receiver the freedom to decide what to do with the feedback. There are four paths a receiver can take:

Read more at ProjectManagement.com.

Glenn, a junior project manager, worked on a mission-critical 18-month program led by Sara, the senior PM. Glenn was very ambitious, worked long hours, and constantly strived to take on more and more work.

About six months into the program, Glenn was feeling exhausted. He became less focused and easily distracted. He always looked tired. He put on weight. His team recognized the change in him and began to lose faith in his ability to execute.

Glenn had always been a proud PM who had never seen the need to get counsel from others on how hard he worked. But as he observed how Sara seemed so focused and intentional in her work, he decided to ask her about it in their next 1:1.

“Sara, I’m barely able to keep up and am exhausted. My team can see it in me, my wife and kids see it. You seem to have it all together. How are you doing it?”

Sara smiled. “Ah, sometimes I put on a good face. There are many nights where I’m driving home yelling at myself in the car. I’ll bet other drivers get a real charge out of seeing me so animated.”

Glenn grinned at her humble response. “I’ll bet you have those moments, but we only see the focused Sara.”

Sara turned more serious. “Glenn, there is something I learned a long time ago that I needed to focus on. I was a lot like you--very ambitious, burning the midnight oil, always wanting more. A senior PM I was working for saw me at the end of my rope and gave me some great advice which I’m going to give you. She said that if I was going to scale, I couldn’t rely on brute force to get things done; I had to build my stamina muscle.”

Read more at ProjectManagement.com.

Ahh, social media. Where from the comfort of your living room you can make your point known to millions of people. People and businesses have grown from being virtual unknowns to worldwide phenoms (think “Gangnam Style”) thanks to social media. Then there are those who fell from grace like a lead balloon (think Roseanne Barr, Anthony Weiner, or Paula Deen) because of social media. Both the rises and falls can happen swiftly and without advance warning. Sadly, it doesn’t even have to be true. Fake news travels just as fast as the truth. It just has to be tantalizing. It also doesn’t even have to go viral; a handful of viewers can see something that will alter their opinions of the person posting.

That viewer could be your current or future boss, customer, or business partner.

As a parallel to the book, I developed an excel spreadsheet to help you define good-enough goals and work towards those goals. The Nine Crucial Elements to Achieve Good-Enough Contentment Assessment includes an annual goal setting tab to help you identify what you'd like to achieve by the end of the year for each good-enough contentment element and put steps in place to do it. You can download the spreadsheet which you should use after reading the book.

Recently, Harvard Business Review published an article about what the next generation of project management will look like. The article highlighted 10 next-generation skills:

1. Organizational awareness
2. Data acumen
3. Cross-functional collaboration
4. Decision-making
5. Willingness to explore and adopt new technology
6. Financial acumen
7. Process and framework expertise (i.e., business process improvement, agile, organizational change management, risk)
8. Growth mindset
9. The ability to coach and motivate teams
10. Customer centricity

Now, these are all good skills for today’s project manager to focus on to be relevant tomorrow. There is one item on the list that piqued my interest the most.

Read More at ProjectManagement.com .

Years back, I worked on a large, high-visibility program. My direct boss was generally well respected by senior leadership for his client management abilities and how well he communicated upward. He scheduled a weekly two-hour staff meeting with his direct reports.

Most times, my peers and I would sit in the meeting waiting for our boss to show up, with him either coming in more than an hour late or not at all. There was always some excuse as to why he couldn’t meet. We had a running joke about what time our boss would show. It was frustrating that we seemed to not matter much to him, particularly on such a high-visibility program.

This behavior was in direct contrast to our boss’s boss, the executive in charge of the entire program. If he made time for you to meet with him, he kept it. If you were late or didn’t show, he let you know about it. In the rare event that he did need to cancel, his assistant would contact you with not just a cancellation but alternate times that he was able to meet. He treated both his and others’ time with respect.

The experiences with my direct and skip-level bosses left a very significant impression on me. Both worked on the same program, yet the one who had the greater span of control also had a much better command of his calendar and demonstrated more respect for others than my direct boss did. Seeing how the two worked together showed me what I did not want to be known as:

Read more at ProjectManagement.com.