PMcrunch

We never really arrive at the end of the road in our quest to become leaders. We may achieve [tag-tec]leadership[/tag-tec] status in some way but it is always a moving target. Indeed, I believe it is our own movement on a continuous basis that can enable us to maintain ourselves as a leader. One way that we can do this is by continuously evaluating our own leadership capabilities.

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Many people think that earning the PMP certification is enough to accelerate their career to new heights. Well, the PMP certification is certainly a challenging credential to earn, and it is widely sought after. But, is it enough to earn the PMP certification?

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I recently listened to a Wharton podcast where a unique perspective on these turbulent times was cited. The book, entitled “Your Job Survival Guide: A Manual For Thriving In Change” by Dr. Gregory Shea and Robert Gunther. This book apparently lays out strategies for dealing with turbulent times. But what really caught my eye (or ears) is the reference to whitewhater versus an ocean liner as a description for work environments today. Let’s take a look.

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As project and program managers, we are leaders within organizations. Indeed, we lead small, smaller, organizations that are subsets of the larger organizations. As such, we are responsible for making decisions, and in the process, we need to define ourselves. Let’s take a look at this concept.

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Sometimes I wonder if we are too success oriented. In other words, we as project managers feel that we have failed if our projects fail in anyway, and we define ourselves by project success and project failure. This reminds me of children in school striving all the time to get perfect grades. The problem with this is that sometimes failures produce our greatest successes. Do we have a project management expectation that acknowledges that?

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