Posted by: Hysam Darwan | August 6, 2015

The 8 Signs of a Bad Leader

http://www.entrepreneur.com/article/239599

Posted by: Hysam Darwan | July 31, 2015

PMP® exam is changing in 2015

http://www.pmi.org/Home/certification/exam-changes/pmp.aspx

If you’ve ever managed people, chances are you’ve had your share of sure-fire leadership successes, along with a few tough missteps and “wish I had knowns” — and probably learned a thing or two from all of three.

In no particular order, here are a few essential threads of wisdom we’ve collected over the years to add to your playbook.

Let’s save you from having to figure them out on your own in 2015.

  • Your company’s values and your personal values must be compatible.
  • Differentiation breeds meritocracy. Sameness breeds mediocrity.
  • In a performance culture, actions have to have consequences — positive or negative.
  • Creating an environment of candor and trust is a must.
  • Attracting, developing and retaining world-class talent is your never-ending job.
  • You must distinguish between coachable development needs in your people and fatal flaws.
  • Simple, consistent, focused communications travel faster and are understood better by the organization.
  • There is nothing more developmental and illuminating than dealing with adversity.
  • Over time, you have to develop a real generosity gene — and love to see each person on your team earn raises, get promotions and grow personally.
  • Continuous learning is critical for success — make it a priority.

Read more: https://www.linkedin.com/pulse/10-leadership-lessons-you-dont-want-learn-hard-way-jack-welch#ixzz3h6r3VGbj

Posted by: Hysam Darwan | July 27, 2015

Jack Welch on the one skill that can make or break your career

LinkedIn Influencer Jack Welch published this post originally on LinkedIn.

If there’s one thing that’s in short supply in almost every organization, at every level, it’s straight talk – candor.

It’s business’s biggest dirty little secret that in most companies, most people would rather hide or spin the truth than share it, making it hard for everyone to bring the reality of the situation to the surface and fix it.

That’s human nature, of course. We all have an innate instinct that tells us from a young age to prevent awkwardness and avoid hurting feelings. Or maybe we’re afraid of the very real organizational consequences of being candid in a company culture that doesn’t welcome openness.

But, assuming your organization wants it, getting candor right – with your reports, your peers, and your boss – is a skill that can make or break your career. Here’s how to make it work with all three.

Straight talk with your team

When it comes to candor with your direct reports, the best approach is to have quarterly reviews where you sit down and say, “Here’s what you’re doing well and here’s what you need to do better.” That way, there’s no BS around it.

The word “need” is very important because people tend to listen to what they’re good at and they might not hear the tougher message if you soften it too much. Now, this process doesn’t have to involve long HR forms and pages of documentation. It can be as simple as a handwritten note on a little card with the two columns above.

This kind of appraisal has to be done frequently — at least twice a year. At our management school, we do it quarterly. As a leader, the more you can give candid feedback, the more everybody wins. You win because you’re not harboring it and becoming passive aggressive. The other person also benefits because they get what they need to improve.

We know someone who started her own company and she recently told us how she hired a good friend of hers who is now really screwing up her business. When we asked, “Have you told him?”, she said, “Oh, I know I should but I haven’t done it yet. I’m worried about hurting his feelings … But I’m getting really passive-aggressive because I’m so mad about it.”

In this situation, everyone loses and the ending is never pretty.

The peer-to-peer minefield

Candor in peer-to-peer discussions is almost always difficult, but avoiding it is never helpful. Say you’re running Division X and the other guy running Division Y is mucking up your thing in X. But, you need Division Y’s political, technical, or sales support for various reasons. How can you be candid and honest without sabotaging yourself?

In this situation, friendship will carry you a long way. We have an edict – love everyone you work with. If you cross purposes with someone at work, you’ve got to remember that — “love everyone.” Keep it in a note in your drawer. If you start to see “them” as the enemy and your teams get Balkanized, it’s really important to say to yourself, “This is what I really like about this person. I’m going to assume they have the best intentions. Let’s have that candid conversation but not go in as enemies.”

Taking your colleagues out to lunch or going to dinner and really getting to know them is all the better. These days, you can type an email to somebody sitting in the next cubicle. But don’t let technology replace relationships. One of our kids works in a company where all the employees in their group have lunch together every single day. It might seem old fashioned, but imagine how it helps the work. We are huge advocates of people being friends at work — it just changes everything.

Speaking truth to power

We often hear in Q&A sessions, “I don’t know where I stand. My boss never wants to talk about my performance.” We always recommend never going to your boss with a confrontational stance. “I want this. I deserve that. This is where it should go.”

The winning play is to come in asking for help – asking for your boss’s thinking about your job relative to what his or her expectations are. Say something like, “Can we take a minute to talk about my career? I think I’m doing it alright but I’d love to get your input as to how I might do better. Am I getting there? Is there more?”

Or, if you’re on different sides of an issue, you might go in saying, “Here’s where I think you are . . . Here’s where I come out on this . . . In the end it’s your call, and I’ll go either way. I just want you to have another option.” Now you’ve given your boss a way out without directly challenging his or her authority. Something like this is the best shot you have at winning a candid discussion upward.

Candor isn’t easy, but it shouldn’t be harsh or blatantly direct. Coming in the “side door” in the latter two relationships will always beat a head on confrontation. Getting that right can propel your career to new heights… Getting it wrong could kill it.

Read more: http://www.businessinsider.com/jack-welch-on-the-skill-that-can-make-or-break-your-career-2015-7?utm_content=buffer46b84&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer

Posted by: Hysam Darwan | July 24, 2015

Top 10 Characteristics of a GREAT Project Manager.

Siddhant Borade

10 TRAITS OF PROJECT MANAGER

1. Command authority naturally.
In other words, they don’t need borrowed power to enlist the help of others – they just know how to do it. They are optimistic leaders who are viewed in a favorable light and are valued by the organization.

2. Possess quick sifting abilities, knowing what to note and what to ignore.
The latter is more important since there’s almost always too much data, and rarely too little. Ignoring the right things is better than trying to master extraneous data.

3. Set, observe, and re-evaluate project priorities frequently.
They focus and prioritize by handling fewer emails, attending fewer meetings, and generally limiting their data input.

4. Ask good questions and listen to stakeholders.
Great project managers don’t just go through the motions. They care about communication and the opinions of the parties involved. They are also sufficiently self-aware to know how…

View original post 230 more words

Posted by: Hysam Darwan | July 24, 2015

What Makes a Leader?

AmanaPICS

https://m.facebook.com/story.php?story_fbid=10152577891962787&id=10423517786

What Makes a Leader?
BY DANIEL GOLEMAN

It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill.

These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligence’s relevance to business has continued to spark debate over the past six years, Goleman’s article remains the definitive reference on the subject, with a description of each…

View original post 5,094 more words

Posted by: Hysam Darwan | July 24, 2015

Three Types of Change Management Models

AmanaPICS

By Bree Normandin | Posted on August 28, 2012

According to an article in Forbes, Change Management Guru is the world’s oldest profession. Almost everyone has a few theories about change management.

While there are many change management models, most companies will choose at least one of the following three models to operate under:

  1. Lewin’s Change Management Model
  2. McKinsey 7-S Model
  3. Kotter’s 8 Step Change Model

Lewin’s Change Management Model

This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin noted that the majority of people tend to prefer and operate within certain zones of safety. He recognized three stages of change:

  1. Unfreeze – Most people make an active effort to resist change. In order to overcome this tendency, a period of thawing or unfreezing must be initiated through motivation.
  2. Transition – Once change is initiated, the company moves into a transition period…

View original post 414 more words

Posted by: Hysam Darwan | July 24, 2015

2015 PMP Exam Change Explained

AmanaPICS

2015 PMP Exam Change Explainedhttp://www.brainshark.com/pmiorg/2015PMPExamChange

View original post

Posted by: Hysam Darwan | July 20, 2015

2015 PMP Exam Change Explained

http://www.brainshark.com/pmiorg/2015PMPExamChange

Posted by: Hysam Darwan | July 19, 2015

2015 PMP Exam Change Explained

2015 PMP Exam Change Explainedhttp://www.brainshark.com/pmiorg/2015PMPExamChange

« Newer Posts - Older Posts »

Categories

GROW YOUR BUSINESS - REATO MANAGEMENT GROUP

Sustainable Success - Worldwide

Gray Wolf Management

Management consultant, Richard Close.

John R Childress . . . Rethinking

thoughts and experiences of life, business, parenting and flyfishing

Anthony Pratt

Business Solutions & Support

Tom Carlson

Tom Carlson, CPA, CIRA

Kelly's Contemplation

Thoughts on Project Management, Leadership, Tech & more!

PM-Pulse

The Pulse Of Project Management

Adventures in Project Management

My ramblings about expeditions in the Project Management profession

aquaeco

Product Development and Natural World Topics

Social Business Sandy

BIZTECHBUZZ in the world of social, cognitive, IoT and startups

Alvin Patrick

Offshore outsourcing & Technology service provider

John Aramini's Weblog

PRACTICAL SOLUTIONS FOR THE BUSINESS OWNER

Business Rescue

Smile! You’re at the best WordPress.com site ever

AmanaPICS

Excellent firms don't believe in excellence - only in constant improvement and constant change. Tom Peters

Pjmgmt

Project Management…in a box.

The PMP Guides

Becoming a Project Management Professional is no easy task. Thankfully, Best Practices are expert guides when it comes to passing the PMP exam.

Xavier Miras Miralles

Project Management

%d bloggers like this: