Most managers today have blinders on when it comes to solving the problems of complex projects: They are lost among the trees, and can’t see the forest for what it really is. Too many project managers are focused on the day-to-day problems of the project and have lost sight of their overall strategy. So, with KPMG telling us that nearly 70% of projects are failing to meet their goals, what’s the real solution? What’s the one thing that’s going to make the most difference?
When it comes to leadership development, you can’t “train the leader.” Leadership requires too much contextual differentiation, innovation, and innate skill. These are qualities that can be developed, but not absorbed from a training session.
Jay Goltz’ article in The New York Times is spot on: “[Einstein] said that the definition of insanity was doing the same thing over and over again and expecting different results. Too often, I think that’s really the definition of small business. Whether it is continuing to hire the wrong people because of a bad hiring protocol, [...]
Research shows that multitasking employees who are constantly bombarded with information are less creative and less focused.
Launching a global project presents many problems that are completely foreign to most project leaders and managers. Last month I pointed out that we have to deal with a lot more than language barriers with global projects. For example, in some cultures, speaking openly is not to be expected, in any setting. For this second installment, I thought I’d share a few concrete ideas for tackling some of these issues, things that can make a real difference and that are easy to put into play. To keep on a theme, I’ll focus on strategies to tackle the common, core issue raised in last month’s article: communication and execution problems. One of the first things I generally want to take a close look at are the techniques and processes used to manage a project. Most of the time, they are not adequate for one reason: They weren’t designed to support a global, multi-cultural organization.
Trying to change the world (or at least the professional one)? It can be dangerous, as Julia Kirby writes in Harvard Business Review: It’s one thing to be the agent of change in an organization that realizes it needs it; it’s quite another when you’re the only one in the room convinced of that. Be [...]
Launching a global project presents many problems that are completely foreign to most project leaders and managers. Understanding the cultural differences, communication differences, and interpersonal relations of a global team is only the beginning. Business environment, local regulatory and compliance issues, and international laws scratch a bit deeper, but managing a global project is more complicated than most project managers anticipate.
You are leading a star project team working on a challenging project when you noticed a particular team member spreading negativity, rumors among peers. You are afraid this negative behavior will bring whole team’s morale down. What would you do in this situation? Every individual is different, and every situation is going to require a different response, but here are a few strategies that can bring the situation back to an even keel.
According to extensive research The Gallup Organization (Washington D.C.) and Harvard Business Review have conducted over the past decade, few factors are as corrosive to employee engagement as a colleague who skates through the workweek taking advantage of the much harder work of others. What’s the cost of disengagement? Much more than any manager wants [...]
Organizations across the globe are trying to come to grips with a new corporate challenge; one created by millions of employees who make up the boomer generation, who are poised to leave the working world, for golf, sailing, gardening or playing with the grandkids. In some cases the departure of these senior employees will allow [...]