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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Technology is advancing as fast as ever and we are constantly asking questions as to how to adapt to these technology changes.  Isn’t it more important for us to ask how these new technologies can be used as tools to enhance project performance?  Let’s explore this a little bit in regards to the Web 2.0 [...]

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A CEO said, “I’d hate to lose you—you’re one of the few people around here who actually cares.” While highly dedicated people can be rare. Deliberate effort to find and retain such people is a worthwhile performance enhancement initiative. Here are 5 key ideas to implement to have more project team members who care!

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As leaders and professionals, we are called upon to be at our best all of the time! Not only to we need to maintain and improve personal performance, but we as project managers and program managers are frequently responsible for the performance of others. One challenge is how we manage the plethora of positive and negative feelings that inevitably come our way in the course of our professional endeavors. I have been thinking about how we can be more aware of what happens inside of us emotionally that needs to be managed in order to achieve top performance consistently.

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As Project Managers, we are called upon to be leaders much of the time – and really should be thinking about it all of the time. Rather than suggesting that we merely “think outside of the box”, I am suggesting that we “think outside the project”, because, that might be a little more appropriate for the world we as project managers are traveling in. The keys to better leadership performance – and this is a very individual thing – probably lies in our thinking outside of our project.

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The old adage goes like this: “It is much better to tell someone what to do than how to do it”. Violation of this rule is often the cause for less than optimal performance. Here are some reasons why and some ways to handle this common management miscue.

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Leadership and management are not entirely different, but they are different in many ways. Comparing leadership and management is more accurately the comparison of a combination of strong leadership and management skill with a level of management skill where the leadership component is missing. It is a difficult comparison to make explicitly, but examples in real life abound!

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Often, leaders move into their position because of special expertise. However, that expertise can often underdcut effectiveness as the project leader. See how insatiable curiosity is one of the key elements to leadership. See if you can picture how this might change things inside and around you.

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Be aware of how the web can be a great distraction and provide “procrastination support”! Think about, even when you may seem to be “surfing” for something worthwhile.

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Project leadership skills – no matter how complex – may be attained through continuing education and training. As a complement to continuing practical experience, enrolling in a course on leadership and project management is the best way to be trained.

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