My Journey from I QUIT To I DO: The Path to Achieving my Full Potential

Walking into my boss’ office to tell him I was quitting was one of the hardest moments in my career. I was in tears. I loved my job. My boss was wonderful. My team was fun. The company was a great company to work for. But it was time to leave. At university I took the Myers Briggs test. I remember sitting in class, reading about the best careers for an ENTJ. There was one that stood out to me: CEO. That’s what I wanted. Over time I forgot though, distracted by different career options. In my MBA I took a project management course and discovered an entire career field just for me. I poured everything into project management. I began volunteering at the Project Management Institute, worked on finding a project management job, and in general lived and breathed project management. Life as a project manager was great, but there was still something missing.

i-do-3I walked into my boss’s office and said “I Quit”.   I reached my  “search is over” moment. I was ready to say “I Do” to a lifelong career in Project Leadership.

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Assisting in Project Stakeholder Management

“Independence is the paradigm of responsible, I am self-reliant, I can choose.” – Steven R. Covey. Covey explained that “we come from a place of assuming that the way we see things is the way they should be.” As individuals, we are often so focused on our own paradigm – the way we perceive, view, understand, or even interpret our projects. This can influence the the steps, effort, resources, or budget decisions necessary to make those projects successful.

When we become too focused on our view, our own personal paradigm, our tunnel vision leave us wondering “What’s In It For Me (WIIFM)?” Then, each member of a project team (or the key stakeholders) lose sight of “What’s In It for the Organization?” We stop asking, “Does this project align to our organization’s mission?” and, the project starts to spiral off-track. We hit the point where power struggles occur, requirements get missed, timelines lag, and more.

This is where partnering with the project’s Change Manager proves most effective. In this instance, Change Management is not Change Control; rather, it refers to Organizational Change Management (OCM) – the people side of the project.

The Change Manager will help guide the project’s communications; ensure the project’s goals are aligned with the mission of the organization; host mini-Kaizen events to help complete RACI charts; and  create visual reports to share with Steering Committee members or other C-Suite administrators. The Change Manager’s role is also valuable in facilitating discussions to find users’ pain points with the project; managing online communication venues to “get the inside scoop” for the team, and more.

Ninety percent of a Project Manager’s job is spent communicating.

Let the Change Manager define the Who? What? When? Where? and Why? of many of those project communications, building off and/or guiding the Project Manager’s efforts.

The Project Manager’s Stakeholder Register serves as the basis for the Change Management and Communications plans. So, the Change Manager becomes a great resource for locating additional stakeholders, determining their degree of influence on the project, and assessing whether their levels of open conflict towards the project fall.

Project Manger can rely on the Change Manager to help write SMART project goals; monitor and re-engage stakeholders; determine the frequency of communication; explain policies; assist with training; and, most importantly, build buy-in. Lastly, the Change Manager will guide the process to help stakeholder’s set priorities.  All these items are done in partnership.

Let your project’s Change Manager help bridge you the gap with stakeholders; help you share the value of the project; and clarify all levels of WIIFM so that the effort shifts, and the project-focused paradigm becomes the new norm. Click here for a condensed Change Management communications plan. [NOTE: link to the file also attached to this email and online.] At Project Genetics, we offer Project Management, Change Management, Agile and Scaled Agile, Enterprise … Visit our website [be sure to link to the URL for the website] today for more great tips and tools!

How much does a Change Manager and Salesperson have in Common?

“Change management” and “sales strategies” are phrases not often used in the same sentence. They belong to two different professional worlds and it is doubtful that many change management consultants see sales techniques as important to their work. Interestingly though, when looking deeper into the concepts behind successful sales strategies, there are several important lessons that directly relate to an effective change management strategy. The following are four sales concepts that should be added to any change management consultant’s tool kit to improve their effectiveness with their clients: Continue reading

5 Times to Get a New Project Manager

The project was struggling – over budget and behind schedule. It was a critical subproject of a larger program and delivery was critical. Senior leadership decided it was time to change the project manager, and I was brought in to lead a turnaround effort. As I was digging into the details of the project, I came to the conclusion that my predecessor wasn’t a bad project manager (thankfully he was just transferred and not let go). The project needed a different leader with a different style and set of skills. If you have projects in your portfolio that are struggling or the team is burnt out, here are some reasons it may be good to change the project manager: Continue reading

Why Your Mindset Could Be Limiting Growth

The key when we don’t see eye to eye is understanding where the other person is coming from. That’s not always easy. I found myself in a situation where someone else was assuming the worst about me and I couldn’t understand why. I’m a transparent person; so you don’t have to guess my motivations. Nevertheless, I was shaking my head in disbelief as someone accused me of things I would never do. It wasn’t until weeks later that I finally saw where they were coming from. The person had a scarcity mindset; something I have a hard time relating to since I have an abundance mindset.

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3 Toxic People in the Workplace and How to Manage Them

Toxic people in the workplace are nightmares! They thrive on making your life miserable. Often their behavior is driven from pride and somehow it makes them feel good to treat you poorly. Likely you have seen all these people at some point in your career. Here are a few tips with how to deal with them:

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