ANDY CROWE ● BILL YATES ● NICK WALKER ● NEAL WHITTEN NICK WALKER:  Welcome to Manage This, the podcast by project managers for project managers.  It’s our opportunity to talk about what matters most to you, whether you’re a professional project manager or working toward one of your certifications.  Our purpose is to light up your imagination, encourage you, and give you some perspective.  We talk about trends in the field, and we draw on the experience of others who are doing the stuff of project management. I’m your host, Nick Walker, and with me are the two guys who make this podcast happen, our resident experts, Andy Crowe and Bill Yates.  And Andy, we’re also going to hear from one of our favorite guests today. ANDY CROWE:  Yeah, the guy that I refer to as my “sensei,” absolutely.  Neal Whitten’s in-studio with us, and we’re always excited to have him. NICK WALKER:  Neal Whitten is an author, a mentor, a trainer, a sought-after speaker, and a project management professional.  Neal Whitten, welcome once again to Manage This. NEAL WHITTEN:  I am honored to be here, guys.  Thank you very much. NICK WALKER:  Now, Neal, you speak a lot on project management topics.  You get feedback from your seminars which, I understand, is always positive.  We’re going to talk today about one of the subjects that always gets a reaction from your audiences because it’s real.  It hits home with a lot of project managers.  That’s because you force us to answer the question, am I too much of a softie?  All right, Neal.  You’re a nice guy.  This room is full of nice people.  But there must be a difference between “nice” and “too soft.”  What is that? NEAL WHITTEN:  Well, let me just say that I have found that most people in our profession are too soft, and probably most people in general are too soft.  But when I’m in front of a group, and it’s relevant, I’ll often ask this very simple question.  Do you believe that you tend to be too soft at work?  And what I mean by “too soft” is demonstrating behavior that results in being consistently less effective than what is otherwise possible and needed in performing responsibilities. Anyway, when I ask this at conferences, webinars, and so forth, most people say yes, they are too soft.  And from experience I’ve found most project managers, most business analysts indeed to be too soft.  They’re not willing to make the tough and unpopular project- or business analyst-related decisions, even though their instincts warn them that they’re not taking the most effective action. NICK WALKER:  Okay.  So how can we know if we are approaching that “too soft” category? NEAL WHITTEN:  I can give you some examples.  And you can decide for yourself if you fall into these examples.  One that comes to mind is, if you behave as if you have the responsibility, but without the authority, then in my view you’re too soft.  I do face time with thousands of people each year.  I frequently  hear project managers and business analysts say that they have the responsibility, but not the authority.  This just is not true.  You almost always have the authority.  The problem is that you don’t take it. BILL YATES:  So, Neal, I can agree with this.  I mean, I’ve heard this complaint from project managers when doing face-to-face classes with them.  That’s one of the most common complaints is just what you’re pointing out here, that I don’t really have the authority that I need in order to get my job done.  So you’re saying they do have it, they just need to reach in and grab it? NEAL WHITTEN:  Yeah, that’s the neat thing about it.  It’s already there.  Here’s an example.  And I say this to everyone listening.  When was the last time you were called on the carpet, challenged, for exceeding your authority?  Was it within the last week, or the last month, or even the last year?  Was it ever?  My experience is that less than 15 percent of people in a large group,