As a project manager there are sure to be some things you’d like to improve as your team takes on 2019. From what we know about project managers, you’re probably someone who strives to improve yourself and streamline projects so that customer needs are met and budgets aren’t over extended.
Project managers wear many hats: facilitator, manager, problem-solver and even interpreter -- translating business needs into actionable plans for teams and aligning resources. You create order and calm where there is chaos.
Diversity (or the lack of it) is still a big problem for many US organizations. At Google, the problem is so bad that employees partnered with investors to demand that the company tie executive pay to diversity and inclusion metrics. But it's not just the risk of bad PR that makes diversity important.
We are proud to be featured in this post on a popular project management resource site!
“If everything seems under control, you’re just not going fast enough.”
It’s a common (and somewhat understandable) misnomer that “being nice” is what helps make leaders successful. I mean who doesn’t want to be the nice guy/girl that everyone loves, wants to hang out with and be on his or her team? But attributing a leader’s success and ability to attract people to their teams/projects to simply being nice misses the mark and diminishes their true talent of harnessing Emotional Intelligence.
Who doesn’t love positive feedback? As social animals, acceptance and recognition from others hits our pleasure receptacles like finding a pair of Jimmy Choo’s at half-price! Unfortunately, we routinely treat positive feedback as a contact-high; sharing it with the group; basking in a glorious haze of mental self-indulgence, but rarely taking advantage of the learning opportunity it represents.
Ah, the halcyon days of my early career in project management – Idealistic; focused on digging deep into projects; leading teams; filled with a sense of mission; over delivering for the customer and feeling like General Patton during the liberation of Paris at the conclusion.