Some time back I was responsible for a portfolio of projects being done within the finance organization of my company.  One of the projects was outsourced to a large consulting firm who supplied the project management, analysis, and development resources to the project.  I would hold weekly meetings with the project manager who consistently gave me a "thumbs up" on the project up to the first key milestone being hit.  When the week of the first milestone approached, he announced that the milestone was going to have to slip by a week to ensure successful delivery.  The next week came along and again the project slipped a week.  This went on for two more weeks with the promise of "we'll for sure nail it next week."  I decided to do some crawling around the project to assess where the project was really at.  Turns out we were at least a month away from delivering to the milestone which was already a month late.

Way back when I was with Andersen Consulting (now Accenture), our senior management became very interested in Stephen Covey’s book The 7 Habits of Highly Effective People. Every partner and manager attended an intensive five-day seminar on the seven habits and how to practically implement them into our daily lives.

Now, I have attended many seminars that I honestly got nothing out of. Not this one. This was when I experienced my first 360 evaluation. It was also during this seminar that one of the key concepts left a lasting impression: Habit 3, “Put first things first.” In this habit, Covey introduces the four quadrants of time management, as follows:

Read more at ProjectManagement.com.

Meet Ken the people pleaser.
Ken felt guilty every time he couldn’t say yes to an ask. It was the ask from his friend Jan that weighed particularly heavy on him. Then came the magical elevator ride with the quirky elevator operator. He taught Ken the No-Guilt Plan which helped Ken respond to Jan intentionally, constructively, and without guilt. The No-Guilt Plan became a part of Ken’s everyday life and fundamentally changed how he responded to asks.

Can the No-Guilt Plan do the same for you?

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Download the Guilt Free Plan Excel Template to help you make better decisions.

I remember as a kid being entertained by plate spinners. The performer would spin bowls, plates or other flat objects on poles and keep them all spinning without falling off.

I watched each plate spinner run from pole to pole, jiggling the pole to keep a plate from wobbling and falling off. The spinner had to prioritize those plates most likely to fall off the pole first, get them spinning again, them move on to the next teetering plate.

Sometimes, the spinner was able to keep everything spinning; sometimes, a plate crashed to the ground, to the “oohs” and “aahs” of the crowd.

Welcome to the world of managing multiple projects.

As a young PM, I was managing three large engagements. I was bound and determined to show everyone I could do it. Long story short, I ended up tanking not one, not two, but all three projects. All three plates came crashing down. It was one of the most painful experiences I ever went through as a PM…one that I was determined not to repeat.

I’ve been asked how many projects is reasonable for a PM to manage. Honestly, it depends on several key factors:

Read more at ProjectManagement.com.

Years back, I hired a person I’ll call Del who came highly regarded with a strong resume. Del went through an interview loop that included one of my peer directors. I got my peer’s feedback—along with a “no hire” recommendation. After talking with my peer, I decided to hire Del anyway.

Del made an almost immediate positive impact with the client organization he serviced. Shortly thereafter, though, I started hearing rumblings from Del’s peers within my organization about how he constantly said how busy he was and that he should not have to do some of the things his peers were expected to do. Worse still, Del claimed that he should have special treatment because he was more experienced than his peers.

Needless to say, this did not sit well at all with the rest of my organization. Del was very competent in his skills, but the negative impact he had on the rest of the team far outweighed the benefit he provided. I thought back to the discussion with my peer and her no-hire recommendation. She warned me that Del might be disruptive to my organization, which was the basis for her recommendation. The bottom line was that I should have listened to my peer and not hired Del. It wasn’t worth the upheaval in my org.

Read more at ProjectManagement.com.

So let’s talk about over-used terms for a minute. 

If you’ve been in the business world for any length of time you’ve likely heard your management espouse the desire for employees to achieve greater work/life balance.  Many U.S. companies have adopted programs to help employees strike a better life balance by providing health club benefits, entertainment discount programs, and additional time off for events such as the birth of a child.  Despite all this, Americans are of the most overworked and flat-out busy people on earth, recently surpassing the Japanese and long surpassing the Europeans. With all this discussion of work/life balance, how can we in the U.S. also be of the most overworked people in the world?  The answer is pretty simple; many of us talk work/life balance, but don’t live work/life balance primarily because we don’t know how to do it. 

Our son, Trevor, has worked for our company twice—once right after he graduated from college in 2015, and again in September 2021 after working three years at a non-profit. His official title is Chief Storyteller.

Since working for us, Trevor has written and published two books, re-illustrated a third, and is actively learning the publishing business. He also has a goal of writing young adult books, and as of this writing is working on his first fiction piece.

Trevor was diagnosed with autism spectrum disorder at age 6, and throughout his life has had his share of challenges. When we first hired Trevor, we were faced with how to align on goals, give him some flexibility as to how he achieved the goals, and avoid micro-managing him with frequent “What are you working on today?” requests.

To address the need, we devised something we call the “dones” process, which aligns us on long-term goals and short-term deliverables that align to the long-term goals. We have successfully been using this throughout his employment tenure, and it has proven to be effective in keeping my wife Patty and I aligned with Trevor’s work.

After I told a few colleagues about the process, I consistently heard how valuable this could be for neurotypical people, not just for people on the autism spectrum. So I wanted to explain precisely how we manage to dones and provide a tool you can use with your leader (or if you are a leader yourself, use with your staff).

Read more on ProjectManagement.com.

Early in my career as a leader, I adopted the popular phrase, “My door is always open.” These magic words were intended to be a sign of support that, as a leader, I would be available for my team. It just felt so good to say that—to know that if a team member wanted to come in to talk about something important or just shoot the breeze, I would be there for them whenever they wanted.

Then reality struck.

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We all know a procrastinator . . . the person who does Christmas shopping on December 24th, pulls an all-nighter to get a report done, or avoids making even the simplest decisions.  Many times the procrastinator puts forth a defense of, "Well, I do get it done, don't I?"  Sometimes yes, sometimes no.  Even if things do get done, though, the stress put on the procrastinator (and those around him or her) is greater than it needs to be.  If you know of a procrastinator (or are one yourself), use these tips to help make life a bit easier for not only the procrastinator but for those around him or her as well.

Through my years I’ve seen many leaders at all levels struggle with getting things done either by having to work late in the evenings and on weekends or by completely missing due dates. As I’ve talked with these leaders, they just consider it part of the job, unable or unwilling to do anything about it. I found myself early in my career doing the exact same thing; setting unrealistic expectations and killing myself to try to meet them, only to have a limited success rate of delivering on time. I hated that hamster wheel.

The good news is you don’t have to accept this as the status quo. Here are six simple principles to get better control of your work and be more deliberate about what you get done: