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Articles
Archive
(1997 - 1998)
Are
You a Benevolent Dictator? You Should Be!
PM Network, December 1998, page 17
Micromanaging, consensus management and democratic
rule all can be highly ineffective leadership styles.
This article describes the benevolent dictator and
discusses how this style of leadership can be the
best style to adopt for running a project as a business
and driving accountability downward.
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Meet
Minimum Requirements: Anything More is Too Much
PM Network, September 1998, page 19
One of the most common problems with projects is taking
on too much work attempting to exceed requirements
rather than meet minimum requirements. This article
discusses the importance of committing to a project
plan that only includes essential function, with a
“closet plan” for nonessential function.
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Award
Generously — It Costs Far More to be Stingy!
PM Network, June 1998, page 21
It is far easier to retain good employees than it
is to find and hire them. This article draws attention
to the great need to deliberately and more generously
reward employees who make worthy contributions above
and beyond the “meets minimum call of duty.”
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Ask
for Help — Or Become Part of the Problem
PM Network, March 1998, page 19
Asking for and obtaining help is a sign of professional
maturity, not weakness. This article discusses this
important trait of professionally mature organizations
and individuals. In today's highly competitive, fast-changing
climate it is more essential than ever for project
members to be honest and ask for help when it is needed.
Everyone helping helps everyone win!
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The
#1 Reason Why Project Managers Fail: Too Soft!
PM Network, December 1997, page 15
It is my experience that most project managers are
not willing to make the tough and unpopular project-related
decisions, even though their instincts warn them that
they are not taking the most effective action. You
don't have to be rude, insensitive, arrogant, or a
bully to avoid being too soft. None of these attributes
is acceptable — ever! This article identifies
ten actions that, if exercised routinely, indicate
the reader consistently demonstrates too-soft behavior.
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Behave
As If You Own the Business
PM Network, September 1997, page 21
Of the broad body of knowledge, skills, and special
insights that I have acquired over the years —
information that has greatly helped me become a more
effective project manager and employee — perhaps
the most helpful piece of information to affect my
thinking and behavior is this: Behave as if you own
the business. This article discusses the powerful
concept of behaving with an own-your-own-business
mindset and the impact that this behavior can have
on the success of your actions.
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Escalate
Is Not a Dirty Word
PM Network, June 1997, page 15
I am frequently asked to come into organizations and
assess progress on a project in trouble. In every
case, the #1 problem I identify is that the most critical
project problems are not receiving adequate attention.
This article discusses the escalation process and
that escalations, when used properly, are a healthy
and essential part of business.
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