One of the things that holds back many people is their resistance to change. To succeed in the business world, you need to first recognize that change is happening, and then quickly adapt to the change. While such a simple philosophy, there are so many of us who are not very good at handling change. I know because for way too many years, I was one of those people. Then one of my managers recommended the book, “Who Moved My Cheese”, to me and ever since, I have been a convert. I loved the book so much that I immediately went out and bought copies of the book for every member of my team and made it required reading for them followed up a training session to discuss the book.
In your organization, is there confusion over what does a project manager does versus an account executive or who develops the creative brief? How do new hires quickly come up-to-speed learning what they are responsible for? As you plan that reorg, how are you going to reallocate the work so that you are certain that everything is covered?
Everyone makes mistakes from time to time. It is part of life and part of business. The only question is how you react to the mistake. Do you deny the mistake or do you admit to it and use it as a learning experience? It amazes me how many business (and political) leaders first try [...]
There is no great secret or magical potion to being a good Project Manager. 90% of the job is about doing the basics, but doing them exceptionally well.
What does this mean? You can ignore the long job spec that your HR group loves. Instead below is a list of the top ten things that a Project Manager does.
Does this sound familiar to you? Once a year, you get a notice from your HR person that it is time for the annual performance reviews. So all of the managers spend the next few weeks reviewing everyone’s performance, and determining who get the allocation of available money for raises.
The idea of yearly performance reviews is ridiculous and should be abolished immediately. It does very little to actually motivate people, and does a poor job at measuring performance. Instead I advocate making three changes.
Who was the best leader you have ever worked for? What are the traits that made this this person a great leader, and what the characteristics that all great leaders share?
In determining the structure, take into consideration what the CEO does well and what they don’t do well. For example, the CEO may excel at sales and marketing but may not lack in the ability to execute. In this case, it is important to partner the CEO with a COO who can manage execution across the organization.
The most important consideration is to ask yourself before sending any email is “can this email be avoided?” We need to break the addiction from email. I’m not saying that we should not use email, but do you really need to send an email to the designer/writer/account director/your boss who sits 20 feet from you?
The operations group, led by a COO, is responsible for running the day-to-day operations, maintaining profitability targets, ensuring consistency, and being a key part of the senior management team. The COO interacts extensively with the CEO providing leadership and direction for all business activities. In short, the COO is responsible for getting things done. For the execution of all things.
Acting like an entrepreneur means that you are committed, that putting in the minimum is not good enough, and that you can be trusted to do what say that you’re going to do. You treat every project as if your personal success depends on the project succeeding.
The key to a successful relationship with freelancers begins with having good open and direct conversations, getting agreements in-writing, and putting in the time to maintain and grow the relationship. Doing so will pay dividends.
First, the best time to screw up a project is right in the beginning. Might as well start screwing up during the pitch. Or if that’s not possible, there are plenty of opportunities during planning and concepting. This means that you can screw up early and then relax.
There has been a lot written about leadership versus management. Most of these treat management as an evil, and attributes the success of organizations to having strong leaders. I believe that successful organizations need to have people who are equally skilled as both managers and leaders.
After starting this blog two years ago and writing a few articles, I put the blog on hold. I was on the fence whether blogging made sense or not, after all, what could I say that is not currently being said elsewhere in the hundreds of millions of blogs already out there.