People and Projects Podcast: Project Management Podcast

So let me guess.... While you're listening to this cast right now, I'm guessing you're also doing something else as well, right? Maybe driving a car or checking e-mail or working out. Or perhaps you're checking out what's going on with your Facebook friends. Hey, if you're doing that, look up The People and Projects Podcast on Facebook and Like us! Oops. Sorry. I got a bit distracted there for a moment!   Anyway, there is seemingly an endless number of stimuli that are vying for your attention right now. Which do you focus on? Why? There are many great minds that are putting a lot of effort into these questions for it could reasonably be argued that time is not the scarcest resource anymore: it's attention. As we strive to focus on a world clamoring for our attention, I wanted to share one of my favorite books that is just coming out this week. It's entitled Now You See It: How the Brain Science of Attention Will Transform the Way We Live, Work, and Learn, by Cathy N. Davidson. I had the opportunity to talk with Cathy earlier this month and look forward to sharing that discussion over the course of two episodes.   You can learn more about Cathy and read her blog by visiting http://www.cathydavidson.com/. Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!

Dee Hock is one of my management heroes. Dee founded VISA years ago and had many insights on how to be an effective leader. If you've sat through one of our leadership workshops, you might be familiar with one of my favorite Dee Hock quotes. Dee says: "If you look to lead, invest at least 40% of your time managing yourself -- your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you 'work for' to understand and practice the theory. I use the terms 'work for' advisedly, for if you don't understand that you should be working for your mislabeled 'subordinates,' you haven't understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia." There's a lot to chew on in that quote, isn't there? Too often we think managing is about managing down--our so-called subordinates. Dee puts much more focus on managing ourselves and those with authority over us. You and I could argue about whether his percentages are precise, but that's not the point. I take the point as managing ourselves and those in authority over us is a big deal. We need to be intentional about it, and that's why I spent time talking with John Baldoni about the subject. In this premium episode I want to take time to stress points from the interview with John to help you put the learning into action. First, do you recall John's distinction between managing up and leading up? To me, it's mostly semantics and I'm going to use the terms synonymously. That said, there's a good point to be made here. Some people interpret managing up as sucking up. It's as if we're kissing butt to just look good to the boss, often in a deceptive or at least selfish way--perhaps at the cost of others not looking as good. We don't manage or lead up just to look good. In fact, sometimes when I do this, I'm managing up precisely because I don't want us all to look bad! I'm concerned that the decision-making process needs additional perspectives or that it would be to our mutual benefit if the boss was influenced a certain way. Where it gets sleazy is when it's about me. Isn't that a good marker, in general? Whether it's regarding conflict or negotiation or influence or giving and receiving constructive feedback or goal setting or just about any area of life: when it becomes all about me, it's a problem. So, as John mentioned, leading up is ultimately about being committed to helping the organization grow and achieve. Second, a primary skill to develop is learning to read your boss. This is so critical. Some time back I interviewed Dave Po-Chedley about his book on stakeholder relationships. Dave said we need to learn the “buying habits" of our boss. I like that term. How does he or she make decisions? Do they like a lot of detail or not? Do they want a PowerPoint deck or does that make them suspicious--they just want it drawn up on the fly on a whiteboard. Are they an outgoing, gregarious person or more quiet and analytical? Pictures or numbers? Face-to-face or via e-mail. All of these and many more are considerations to take to heart when we're trying to influence up. Becoming a student of your boss is part of Dee Hock's 30% of your time. Pay attention and learn to adjust your style accordingly. Anticipate what they want to see and how they'll likely push back. Learn their buying habits. It will make your job of selling ideas much easier. Third, I want to remind you about John's three main requirements for you to be successful: competence, credibility, and confidence. Though I'm always surprised when someone occasionally wants to argue this point, competence is not fixed. It can be developed. A hunger to learn is one of the top traits I look for in aspiring leaders. Education and experience combined with a teachable spirit can significantly develop our competence--even helping us become a true expert given enough time. Applying that competence over time can increase our credibility. As I mentioned in the interview, credibility is currency. We have to execute--we can't just talk a good game. Consistently delivering with--as John said it--“shining colors" help us develop credibility that can be banked on. And then there's confidence. Nearly every year I spend time with one or more coaching clients whose issue isn't competence or credibility. Rather, they have a confidence problem. They sell themselves too short. Competence, Credibility, and Confidence are three C's that are worth writing down and being intentional about developing. Finally, I want to recall your attention to John's leadership advice to Be Seen, Be Heard, and Be There. How visible are you to your boss? I was with a leader last week who was challenged because her boss was in a different state. It's difficult for her to build credibility in his eyes because of the distance. And yet it's important for leaders to be seen, to be visible not only to our boss but to our team and others that we serve. Don't be chained to your desk. Find ways to get face time with your stakeholders. If your boss, team, or key stakeholders are in a different location than you, make sure you are seen. Be intentional about getting time with them. It's critical, as is being heard. Leaders don't necessarily have to be heard in the same way that a drill sergeant communicates. And yet we have to be vocal. Through a variety of communication channels and mediums, we need to take the initiative to have a voice. If speaking up is more difficult for you, remember that this doesn't mean it's only for extroverts. Yet you nonetheless need to have your voice heard--even if it's through e-mail at times. Finally, John says we need to Be There. He mentioned it's a metaphor for taking initiative, for doing everything we can to get things done. Leading by example is not just the name of one of John's book--it's a key part of Being There. In many ways, the lessons about leading up have applicability for leading out and down. It's not about me--it's about us. It's not about sitting back and waiting--it's about taking the initiative. It's not about having others adjust to me--it's about me adjusting to others. What's a challenge you're having in managing or leading up? Send me an e-mail at andy@i-leadonline.com. I love hearing from Premium Subscribers. Hey, the People and Projects Podcast is now on Facebook! I invite you to Like us at http://www.facebook.com/pages/People-and-Projects-Podcast/224005747630357 and join the discussion. Thank you for being a premium subscriber to The People and Projects Podcast! Please let me know what questions you have and if there's anything I can do to help you lead and deliver. Thank you for joining me for this premium episode of The People and Projects Podcast! Have a great week! Total Duration 7:27 Download the premium episode

One of the lessons that eventually becomes clear is that managing is not just managing down: leading those people who report to us. In fact, the higher I got in organizations, the more I found I needed to manage up: in many ways, to lead my boss. That's a lesson I don't remember being taught in a textbook. Whether you're a project manager, team member, or senior leader, we all have a boss, and learning to lead that boss is a key skill that must be developed. Earlier this year I had a conversation with leadership expert John Baldoni. John is the author of many books, including Leading Up: How to Lead Your Boss So You Both Win. In this episode, you'll see what John has to say about how you can more effectively lead your boss.   You can learn more about John by visiting http://www.johnbaldoni.com/. John recommended you check out his previous book Lead by Example: 50 Ways Great Leaders Inspire Results. Also, I recommend you check out the other book John mentioned in the interview: Lead Your Boss: The Subtle Art of Managing Up.   Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!

There's nothing easy about rescuing a problem project. There's a reason why they're called problem projects! Todd's book is reasonably good at outlining a framework for how to approach the problem project when you inevitably will be tasked with doing so. In this special premium edition, I want to share some coaching for you based on lessons from Todd's book. First, let me encourage you to not back away from the problem projects. I talked with Todd about that early in the discussion. Though it may not be fun, per se, there's something engaging about the problem-solving of a problem project. If you can develop a reputation of taking on the chaos, bringing it under control, and delivering the project, it really is your chance to shine. It used to drive me crazy when I'd hear people say, "It's not a problem, it's an opportunity!" Let's call it what it is: it's a problem! However, it is an opportunity as well. Remember that when you're tempted to try and dodge a recovery effort. Second, I have to ask: Do you have a project that needs to be acknowledged that it's in trouble? This is related to my discussion with Todd about the parallels with 12 step programs. According to Todd, the first step--acknowledging that we have a problem--is the biggest hurdle. He suggested that we be passionately dispassionate, which is an intriguing way of saying it. Todd suggests you stick to facts, and I agree. However, emotions are inevitably a part of the fabric of a recovery situation and being willing to attempt to understand and interpret those emotions might be helpful in uncovering the facts. When you lay facts on the table that can be backed up, you have immensely more credibility than the people who are freaking out that the sky is falling and it's someone else's fault! Third, I really liked Todd's coaching that we match the methodology with the situation. In the book Todd compares and contrasts waterfall, agile, and critical chain. I actually think that chapter is potentially one of the most helpful parts of Todd's book. Tailoring an approach to the problem--selecting the best tool for the job--is one sign of a master craftsman (and great project manager). Fourth, Todd gave some subtle coaching about how to pull the alarm, if necessary. He said it this way: "Here's what's wrong! Here's what's wrong! And here's what we can do to fix it." Notice how different that is than just "Here's what's wrong!" Come to the table with solutions, not just problems. That shows you're taking ownership and responsibility. It's just good leadership. Finally, remember your assumptions. In our project management workshops we talk about how assumption planning is vital to project planning. Todd suggested that during recovery efforts, we should see if some of our assumptions are no longer valid. Assumptions drive so much and can teach us why a project is struggling. Make sure to uncover any missing assumptions as well as validate those assumptions that have been identified. Learn from assumptions that turned out to not be true, real, or certain and you can benefit future projects. If you're heading into (or already in the midst of) a problem project, make sure to check out Todd's book: Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure. Hey, the People and Projects Podcast is now on Facebook! I invite you to Like us at http://www.facebook.com/pages/People-and-Projects-Podcast/224005747630357 and join the discussion. Thank you for being a premium subscriber to The People and Projects Podcast! Please let me know what questions you have and if there's anything I can do to help you lead and deliver. Thank you for joining me for this premium episode of The People and Projects Podcast! Have a great week! Total Duration 4:10 Download the premium episode

Lead projects long enough and eventually you'll have to deal with the problem project. Whether you were involved with the project from the beginning or inheriting problems from someone else, the reality is we need to be able to rescue the problem project. That's not only true--it's also the name of a new book from Todd C. Williams, PMP. In this episode, I talk with Todd about ideas and recommendations from his book Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure. You can learn more about Todd by visiting http://ecaminc.com/. His blog Back From Red can be found at http://ecaminc.com/index.php/blog.   Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!

One of the great challenges of business is how to go from idea to delivery. It's easy to talk about ideas but turning those into a finished product requires much more than talk. It can be daunting to deliver. There's the risk of failure. There's the fear of unknowns--of surprises that can create obstacles to success. Going from idea to delivery is truly challenging! Ultimately project management is about how to deliver results but leaders of projects and teams need more than just work breakdown structures and Gantt charts. One of my favorite books of this year provides great insights for all of us who seek to lead and deliver. I recently had the real privilege of spending some time with Peter Sims, author of a great new book entitled Little Bets: How Breakthrough Ideas Emerge from Small Discoveries, and look forward to sharing that discussion with you in this episode. You can learn more about Peter by visiting http://petersims.com.   Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!

Ever get a crazy idea and decide to act on it? Too often I just sit on the idea instead of taking action. In late May I had a crazy idea: to produce a Father's Day Rap with some friends. Though Father's Day is in the rear view mirror, I thought I'd share yours truly making a fool of myself trying to lay down some rap tunes. After all, it's good to be humbled, isn't it? {youtube}IOwWlw5zPcc{/youtube} Regardless of your aspirations to rap or not, here's my question for you.... What's a crazy idea you've had lately but not acted on? Why not make it happen? Too often we're held back because we're afraid we will fail. I appreciated Peter Bregman's recent HBR post that recommends we don't ask, "Will I succeed?"  Rather, a better question is "Is it worth the risk?"  I'm not worried about succeeding as a rap artist or cinematographer.  And I certainly realize there's a risk of acting so silly, publishing it on YouTube, and letting you know about it!  But was it worth the risk? It was a great memory, not the least of which for my friend Bob--the oldest guy in the video--who is now in his late 80's. And we all had an enormous amount of fun. What's your crazy idea? Is it worth the risk? Treat it like a project and start working on delivering it. Whether at work or home, you might be surprised by what happens when we take action on ideas instead of just thinking about them.... Here's to a great second half of the year! Download the video episode

Ever get a crazy idea and decide to act on it? Too often I just sit on the idea instead of taking action. In late May I had a crazy idea: to produce a Father's Day Rap with some friends. Though Father's Day is in the rear view mirror, I thought I'd share yours truly making a fool of myself trying to lay down some rap tunes. After all, it's good to be humbled, isn't it? {youtube}IOwWlw5zPcc{/youtube} Regardless of your aspirations to rap or not, here's my question for you.... What's a crazy idea you've had lately but not acted on? Why not make it happen? Too often we're held back because we're afraid we will fail. I appreciated Peter Bregman's recent HBR post that recommends we don't ask, "Will I succeed?"  Rather, a better question is "Is it worth the risk?"  I'm not worried about succeeding as a rap artist or cinematographer.  And I certainly realize there's a risk of acting so silly, publishing it on YouTube, and letting you know about it!  But was it worth the risk? It was a great memory, not the least of which for my friend Bob--the oldest guy in the video--who is now in his late 80's. And we all had an enormous amount of fun. What's your crazy idea? Is it worth the risk? Treat it like a project and start working on delivering it. Whether at work or home, you might be surprised by what happens when we take action on ideas instead of just thinking about them.... Here's to a great second half of the year! Download the episode

Thank you for joining us for this special premium edition of The People and Projects Podcast. Whether we're trying to change ourselves, our teams, or others around us, there's nothing particularly easy about it. Oh, there are models that are helpful and then there's basic common sense, but when all of this flies into the face of reality, making lasting change is truly challenging. I don't know if it was obvious or not from my interview with Kerry Patterson but I am very excited about their new book Change Anything. I really like that they have proven through research that willpower isn't the answer. In fact, it's a trap. Instead, there are proven strategies that each of us can customize to help us making changes that last. In this premium episode, I want to highlight a few of the points from Change Anything that I particularly resonated with and that could help you make lasting change. First, there's great wisdom in their advice about being both the scientist and the subject. The scientific method is an interestingly relevant approach for us to make change. We have a hypothesis about factors that influence our ability to change or not and we design an approach to test that out. Yet scientists do this fully expecting that the experiments won't work every time. Through experimentation, the approach gets tweaked until the results prove (or disprove) the hypothesis. In our project management classes I share a quote from one of my favorite employees over the years. His line was "The project schedule is the schedule for exactly how the project will not occur!" I love that. It's not an excuse to avoid creating a schedule. It's just an acknowledgement that the schedule won't work exactly as is. That quote is applicable to whatever you want to change. We have a strong default bias—an enormously strong tendency to snap back into what we've always done--the default. Treating our change initiative as a scientist, learning from results and tweaking our approach helps us deal with those days when we're overcome by the default bias. We're the scientist and the subject, and by doing so, we can turn a bad day into good data. Second, I greatly appreciate their advice to identify our crucial moments. Whether we're trying to stop smoking, start exercising, improve a relationship, or any other habit or situation, we don't have to white knuckle it, so to speak, 24 hours a day. In Change Anything, the authors challenge us to identify our crucial moments--those times when it is most difficult to stay on plan. For me when it comes to eating, it's when there's a bowl full of salty snacks around. I'm doomed if willpower is my only strategy. For some people in the workplace and they tend to procrastinate, their crucial moment can be when they're tempted to check e-mail instead of getting started on an important task. What are your crucial moments? Identify those and you can come up with strategies to be stronger. Third, I found great value out of their six sources of influence. Get the book to understand them all, but in this premium cast I'm going to highlight a point from their first source: Love What You Hate. Is it possible to love what you hate? If I hate dieting, it is possible to turn that into love? If somebody literally hates their spouse or someone they work with, is it possible to turn that around into a relationship of love or at least admiration? Hmmm.... Well, the authors offer a number of tactics including "Visit your default future." I love this one. We are so short-term minded. We think about now, not 20 years from now. We don't connect the dots that this behavior now, though seemingly inconsequential, could have enormous repercussions down the road. I used to work with a guy who, to be honest, was just a pain to work with. He just wasn't pleasant to work with. He got away with it most of the time because he tended to deliver results but over time he alienated many people and became less effective. Worse yet, when he was finally let go from his company, that very same attitude has made it difficult to get or keep subsequent jobs. In the last 10 years, he's been unemployed as much as he's been employed. He's living the default future of being difficult to work with. Let's say I wanted to start eating better. How bad is it to eat this luscious piece of cake in front of me? In light of today or this week or this year, it's probably no big deal. But if I've been gaining, say, 3 pounds a year, what does my default future look like? Heavy, and that can certainly lead to plenty of other problems. What does your marriage look like or your relationship with your kids look like 10 years from now if you don't change some habits? How about 20 years from now? Visiting our default future in vivid detail can help provide some motivation to change what that destination looks like. Finally, it's worth being reminded that we are significantly influenced by the people around us. That can be for the good or for the bad. In Change Anything the authors challenge us to consider if people are friends or accomplices. These can be obvious or subtle but the results can be staggering. Let me move this cast toward the recap by challenging to consider who you need to be surrounding yourself with. Who are those people who inspire you, challenge you to be better, build you up in a substantive way as opposed to just flatter you. Who can you learn from as well as pour into? Who makes it more difficult for you to achieve your goals? Find new friends to add and try to turn accomplices into friends. And realize that there may be some accomplices that you'll need to spend less time with. I strongly recommend you get a copy of Change Anything and take advantage of the insights to make changes this year. I'm publishing this cast halfway through the year and it can be easy for us to allow our default bias to rationalize that we'll work on changes later this year or perhaps next year. Get started now, and please let me know if there's anything I can do to help you. Thank you for being a premium subscriber to The People and Projects Podcast. Please let me know what questions you have and if there's anything I can do to help you lead and deliver. Thank you for joining me for this premium episode of The People and Projects Podcast! Have a great week! Total Duration 7:21 Download the premium episode

So let me ask you a question: How strong is your willpower? When you want to make a change, how successful are you at not only making it but also sustaining it? Whether at work or outside, whether personally or with a group of people, learning how to effectively change is critical. And it needs to start with us individually. One of my favorite books of the year just came out. It's entitled Change Anything: The New Science of Personal Success and it is from the authors of Crucial Conversations, Crucial Confrontations, and Influencer: The Power to Change Anything. I had the real pleasure of talking with author Kerry Patterson earlier this month and look forward to sharing that interview with you in this episode. You can learn more about Kerry's organization by visiting http://www.vitalsmarts.com.   Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!