leadership

Corporate CPR Episode 114: Corporate CPR Episode 114: How Imposter Syndrome Can Hurt Teams and Threaten Your Company

/ Jana

On today’s episode we are talking about how imposter syndrome can hurt teams and threaten your company.

Tiffany Houser is a passionate advocate for personal transformation and leadership development. With a focus on coaching senior leaders and high-achieving founders, she empowers them to experience profound breakthroughs in their authentic leadership style, vision, and purpose. Drawing from her own journey of growth and success, Tiffany is dedicated to helping individuals align their beliefs and actions to thrive in their new leadership roles. Through her coaching, she helps leaders cultivate self-awareness, emotional intelligence, and a growth mindset, enabling them to define their vision, overcome obstacles, and foster a culture of contribution and resilience. As the founder of EVOLVE, Tiffany and her team provide transformative experiences and coaching services to organizations seeking to embrace change and cultivate self-worth.

Episode Highlights:

  • Common Imposter Feelings vs. Toxic Imposter Feelings: Imposter syndrome manifests in two main ways. Common imposter feelings involve doubting oneself and feeling inadequate, while toxic imposter feelings involve projecting those feelings onto others, resulting in behaviors like micromanaging or aggression.
  • Impact on Leadership and Teams: Leaders experiencing imposter syndrome, especially when new to an organization, may struggle to enroll their team in new ideas or strategies, leading to resistance to change and breakdowns in communication. Toxic imposter feelings in leaders can lead to negative behaviors that harm team dynamics and creativity.
  • Role of Organizational Culture: Poor internal communication within organizations can exacerbate imposter syndrome by creating uncertainty and mistrust among employees. Leaders need to foster an environment of open communication and transparency to mitigate the negative effects of imposter syndrome on their teams.
  • Identifying the Problem: The key takeaway is the importance of identifying and acknowledging when you’re experiencing challenges or issues, particularly related to insecurity and self-doubt. Many leaders may suppress these feelings, which prevents them from addressing and overcoming them effectively.
  • Impact on Decision-Making: Indecisiveness and a lack of trust in oneself are highlighted as significant consequences of feeling like an imposter. This can manifest in reluctance to make decisions or seek validation from others excessively, ultimately leading to a loss of confidence and effectiveness in leadership roles.
  • Addressing Behavioral Patterns: The conversation emphasizes the need to address unhealthy behavioral patterns, such as perfectionism, overworking, busyness, comparison, and people-pleasing. These patterns can hinder personal growth and contribute to a toxic work environment if left unaddressed. Instead, it’s crucial to foster a culture of communication, curiosity, and understanding to create a supportive and productive work environment.

Top 3 Takeaways for the Audience:

  1. Understand that feelings of insecurity and impostor syndrome are common and not inherently negative. Recognize and accept these feelings can be the first step towards growth and self-improvement.
  2. Everyone, regardless of their position or status, experiences moments of self-doubt and insecurity. Knowing that even successful individuals face these challenges can provide reassurance and perspective.
  3. Encouraging a mindset of curiosity and openness to possibilities can lead to more effective leadership and problem-solving. Instead of judgment or blame, approaching situations with curiosity allows for exploration and growth.

How to Connect with Tiffany:

Website: http://www.loreta.today/

LinkedIn: https://www.linkedin.com/in/tiffanyhouser

The Indispensable Role of Social Media in B2B Business Growth

/ Jana

In the evolving landscape of digital marketing, social media has emerged as a cornerstone for building relationships, enhancing brand visibility, and driving business growth, especially in the B2B sector. Unlike B2C companies, where direct customer engagement is frequent and straightforward, B2B businesses often face the challenge of connecting with other companies in a meaningful way. This is where social media steps in, offering a platform not just for promotion, but for building long-lasting business relationships.

  1. Building Brand Awareness and Authority
    • Social media platforms are powerful tools for B2B companies to establish and enhance their brand presence. By sharing insightful content, industry news, and thought leadership articles, businesses can position themselves as authoritative voices in their field. LinkedIn, with its professional network, stands out as a prime channel for B2B marketers to reach their target audience, build credibility, and showcase their expertise.
  2. Enhancing Customer Engagement and Feedback
    • Engagement on social media goes beyond likes and shares; it’s about fostering genuine interactions. For B2B companies, this means engaging in meaningful conversations with potential clients, industry peers, and thought leaders. Social media provides a unique opportunity to gather feedback, understand customer needs, and tailor services or products accordingly. This two-way communication enhances customer satisfaction and loyalty, strengthening brand reputation.
  3. Leveraging Targeted Advertising
    • Social media platforms offer advanced targeting options, allowing B2B marketers to reach specific industries, job titles, and even individual companies with their advertising. This precision ensures that marketing efforts are focused on the most relevant audience, increasing the likelihood of generating high-quality leads. Platforms like LinkedIn allow for the creation of highly targeted campaigns, making it easier for B2B businesses to connect with decision-makers and influencers within their target market.
  4. Networking and Partnership Opportunities
    • Social media facilitates networking on a global scale, enabling B2B companies to connect with partners, collaborators, and industry influencers. These connections can lead to strategic partnerships, joint ventures, and collaborative projects, opening new avenues for business growth. By actively participating in industry-specific groups and forums, businesses can expand their network, share knowledge, and tap into new opportunities.
  5. Thought Leadership and Content Distribution
    • Content is king in the digital world, and social media serves as the perfect platform for distributing this content to a wider audience. By sharing valuable insights, industry trends, and innovative solutions, B2B companies can establish themselves as thought leaders. This not only attracts potential clients but also encourages shares and discussions, further amplifying their reach and influence.

The importance of social media for B2B businesses cannot be overstated. It’s a dynamic platform that offers numerous opportunities for brand building, lead generation, and customer engagement. By leveraging the power of social media, B2B companies can enhance their visibility, establish meaningful connections, and drive sustainable business growth. As digital landscapes continue to evolve, the role of social media in B2B marketing strategies will undoubtedly become more crucial. Embracing these platforms and utilizing them effectively is no longer an option but a necessity for businesses looking to thrive in today’s competitive market.

Corporate CPR Episode 102: How Lack Of Alignment Within Your Organization Might Be Stunting Your Growth

/ Jana

On today’s episode we are talking about how lack of alignment within your organization might be stunting your growth. 

Jim Stevenson, Founder and CEO of Bletchley Group, an International Growth Consultants firm, specializes in Strategy, Transformation, and Growth. Committed to making growth the focus of strategy, he excels in creating customer-centric plans, go-to-market strategies, and aligning capabilities for revenue growth. As the visionary behind Tech Startup Machine, Jim collaborates with global brands and startups, providing digital services, from e-commerce to brand protection. Noteworthy clients include Guardian News, Bacardi, and Hilton Hotels. A Thought Leader and Speaker on Digital Strategies, Marketing, and Business, Jim’s specialties encompass Strategy, Transformation, and Growth. His versatile roles include Interim/Fractional Chair, CEO, Leader, Consultant, or Coach.

Episode Highlights:

Cultural Foundation: A strong, shared culture is foundational for a growing company’s success. Maintaining this culture becomes challenging as organizations expand, but it is crucial to prevent the formation of silos that hinder overall alignment and productivity.

Vision and Leadership Alignment: Continuous emphasis on the North Star or overarching vision is vital for a growing organization. Lack of alignment at the leadership level, including the board, CEO, and C-suite, can lead to divergent objectives and hinder overall progress.

OKRs for Strategic Alignment: Implementing Objectives and Key Results (OKRs) is a powerful strategy for aligning teams with overarching company goals. Focusing on challenging OKRs, cascaded from the top down, ensures a balance between aspiration and achievability.

Testing and Learning: Embracing a mindset of continuous testing and learning is crucial, especially for smaller entrepreneurial companies. Setting a clear time horizon for metrics and accepting the possibility of mistakes are key to the learning process.

Start Small for Big Impact: Initiating change through smaller, impactful projects can have a significant effect when steering a large organization. Proving success on a small scale generates enthusiasm and paves the way for broader and more significant transformations.

Jim’s Top 3 Takeaways for the Audience:

  1. Culture is a big thing.
  2. Alignment at all levels of the organization is critical.
  3. Focus on executive sponsorship. 

How to Connect with Jim:

https://www.linkedin.com/in/jimstevenson/

Understanding The Differences: Software Implementation vs. Integration  

/ Jana

We’re unraveling the mysteries behind two crucial concepts in the ever-evolving realm of business technology: Software Implementation and Integration. You might have heard these terms thrown around in board meetings or water cooler conversations, but do you know what sets them apart?  

Imagine your business as a blank canvas waiting to be painted with efficiency and innovation. That’s where software implementation comes into play. It’s the process of introducing a new software system to your organization. Picture this as the grand opening of a new restaurant—new menus, chefs, and recipes. It’s all about bringing in a fresh perspective, upgrading your digital arsenal, and embracing change.  

As businesses navigate the complexities of modern technology, software integration emerges as a crucial strategy. Integration is about making different software systems work seamlessly together, creating a harmonious workflow. It’s like having the front of the house seamlessly communicate with the back of the house in a restaurant. This digital collaboration eliminates the potential for lost orders or miscommunication, transforming your business into a smooth, well-oiled machine. Much like orchestrating the flow in a restaurant, software integration ensures that various applications work in unison, optimizing processes and enhancing overall operational efficiency.   

Software Implementation:   

When you opt for software implementation, you adopt a new software system as a standalone entity. It’s like setting up a satellite office with its processes and procedures for your business operations. Here’s what you need to know:  

  1. Fresh Start: Implementation is your chance to hit the reset button. You’re introducing a new system to revolutionize the way your business operates. Whether it’s a project management tool, CRM software, or an enterprise resource planning (ERP) system, it’s all about embracing the new and bidding farewell to the old.  
  1. Training and Adoption: Brace yourself for a learning curve. Your team needs to get comfortable with the new software, so training becomes crucial to the implementation process. It’s not just about introducing the software; it’s about ensuring your team can navigate it like pros.  
  1. Customization: The beauty of implementation is customization. You can tailor the software to fit your business like a glove. From workflows to reporting structures, you have the power to mold the software to align perfectly with your unique business needs.  

Integration: The Digital Harmony  

Conversely, integration creates synergy between existing software applications, ensuring they communicate seamlessly. Here’s the lowdown:  

  1. Streamlining Operations: Integration is your secret sauce for operational efficiency. It eliminates the need for manual data entry across different systems, reducing errors and saving precious time. The magic wand turns your tech ecosystem into a well-oiled, synchronized orchestra.  
  1. Data Flow Nirvana: Imagine data flowing effortlessly between your CRM, accounting software, and project management tools. Integration makes this dream a reality. No more data silos or bottlenecks—just a smooth flow of information that empowers your team to make informed decisions.  
  1. Cost-Effective Collaboration: Instead of investing in a whole new software suite, integration allows you to leverage your existing tech investments. It’s like building bridges between islands, fostering collaboration without breaking the bank.  

Software implementation is about introducing something new and exciting, while integration ensures all your existing tools play nicely together. It’s the difference between launching a brand-new spaceship and communicating seamlessly with all the spacecraft in your fleet.  

As technology evolves, understanding the nuances of software implementation and integration becomes paramount for businesses aiming to stay ahead of the curve.   

Navigating Project Risks: A Guide to Keeping It All Together

/ Jana

Picture this: you’re managing a project, and everything seems to be going smoothly. But then, out of nowhere, a major hiccup derails your carefully laid plans. If you’ve been in the world of project management, you know that risks are an integral part of the process. The key is not to eliminate risks but to identify, assess, and mitigate them effectively. Let’s explore some practical tips for managing project risks and ensuring your project stays on track.

1. Begin with a Risk Assessment

Start your project on the right foot by conducting a comprehensive risk assessment. This involves brainstorming with your team to identify potential risks. These could be anything from resource shortages to technical challenges or even external factors like market fluctuations. The goal is to create a list of all possible risks that could affect your project.

2. Prioritize Risks

Not all risks are created equal. Some have a higher probability of occurring and could have a more significant impact on your project. Prioritize your risks by considering their likelihood and potential consequences. Focus on the most critical risks to ensure your mitigation efforts are well-directed.

3. Develop a Risk Register

A risk register is your go-to document for tracking and managing risks throughout the project. It should include a description of the risk, its potential impact, its likelihood, and a plan for mitigation. Keep this register up-to-date and share it with your team so that everyone is aware of the potential pitfalls.

4. Plan for Risk Mitigation

Mitigating risks is where the magic happens. Develop a detailed plan for each identified risk. Consider what actions can be taken to reduce the likelihood of the risk occurring or lessen its impact if it does. Assign responsibilities for each mitigation strategy, so there’s no confusion about who’s accountable for managing specific risks.

5. Continuously Monitor Risks

Risk management is not a one-and-done activity. You must keep a vigilant eye on your risks throughout the project’s lifecycle. As the project progresses, new risks may emerge, and the impact or likelihood of existing risks may change. Regularly update your risk register and make adjustments to your mitigation plans as needed.

6. Encourage Open Communication

A culture of open communication can be a lifesaver when it comes to risk management. Encourage your team members to report potential risks or issues as soon as they arise. Timely identification allows for quicker responses and more effective risk mitigation.

7. Be Prepared with Contingency Plans

In some cases, despite your best efforts, risks may materialize. This is where contingency plans come into play. Develop backup plans that outline what steps to take if a risk becomes a reality. Being prepared will help you respond swiftly and minimize the impact on your project.

8. Learn from Past Projects

Your previous projects are a treasure trove of insights. Take the time to analyze what risks occurred and how they were managed in the past. Use this knowledge to improve your risk management strategies for future projects.

9. Seek Expert Input

Don’t hesitate to seek input from experts or experienced colleagues. They may have dealt with similar risks in the past and can offer valuable insights and advice on how to manage them effectively.

10. Embrace Adaptability

Finally, understand that not all risks can be predicted or prevented. In the world of project management, adaptability is a superpower. Be ready to pivot, adjust your plans, and keep your project on track, even in the face of unexpected risks.

Managing project risks is a critical skill for any project manager. It’s about being proactive, adaptable, and having a plan in place for whatever curveballs come your way. By identifying, assessing, and mitigating risks effectively, you can increase the chances of your project’s success and keep it on the path to completion, no matter what challenges arise.

Navigating the Virtual Landscape: Strategies for Effective Virtual Team Management

/ Jana

The rise of remote work and virtual teams has become a defining trend, and as a result, project managers find themselves in a new paradigm of team management. Managing virtual teams demands a unique set of skills, strategies, and tools to ensure both productivity and team cohesion. In this blog post, we’ll explore essential tips for managing virtual teams effectively, drawing on the insights of experienced consultants in the field.

Prioritize Clear Communication: Effective communication is the cornerstone of any successful virtual team. When team members are spread across different locations and time zones, it’s crucial to establish clear channels of communication. Here are some strategies to consider:

Use Multiple Communication Tools: Leverage a variety of communication platforms such as email, instant messaging, video conferencing, and project management software. Different situations call for different tools, so having a diverse toolkit helps ensure effective communication.

Establish Communication Norms: Define expectations for response times, availability, and preferred modes of communication. This helps team members understand when and how to reach out to one another.

Regular Check-Ins: Schedule regular team meetings to discuss progress, address concerns, and foster a sense of connection among team members. These meetings can be daily or weekly, depending on your project’s needs.

Foster Collaboration: Collaboration is vital for virtual teams to work together seamlessly. Here are some strategies to encourage collaboration among team members:

Maintain Team Morale: Keeping team morale high in a virtual setting can be challenging, but it’s essential for productivity and employee satisfaction. Consider organizing virtual team-building activities to build rapport and trust among team members. Activities like online games, virtual coffee breaks, or video calls for non-work-related discussions can help create a sense of camaraderie.

Recognize Achievements: Acknowledge and celebrate team and individual achievements. Even a simple “job well done” in a group chat can go a long way in boosting morale.

Professional Development Opportunities: Provide opportunities for team members to expand their skills and knowledge. This can include online courses, webinars, or mentorship programs.

Wellness Initiatives: Promote a healthy work-life balance by encouraging breaks, exercise, and self-care. Virtual fitness challenges or meditation sessions can be effective in this regard.

Set Clear Expectations and Goals: Setting clear expectations and goals is essential for any project, but it becomes even more critical when managing virtual teams. Here’s how to ensure everyone is on the same page:

Define Roles and Responsibilities: Clearly outline each team member’s role and responsibilities within the project. This reduces confusion and overlaps in tasks.

Set Measurable Goals: Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals to give the team a clear sense of direction and progress.

Regularly Review Progress: Schedule regular performance reviews and check-ins to assess progress and make necessary adjustments. Use these opportunities to provide feedback and address any issues promptly.

Managing virtual teams effectively requires a combination of strong communication, collaboration, and morale-boosting strategies. As remote work continues to be a prevalent mode of operation, project managers must adapt and refine their skills to ensure that virtual teams remain productive and motivated. By implementing the tips outlined in this blog post, project managers can navigate the challenges of virtual team management and drive success in today’s dynamic work environment.

Corporate CPR Episode 91: How Every Leader Can Influence A Company’s Employee Engagement 

/ Jana

On today’s episode we are talking about how every leader can influence a company’s employee engagement. 

Paul ter Wal is a seasoned consultant, speaker, author, and founder of ANDARE (now Ter Wal Beheer BV). His journey has evolved from sick leave reduction to transforming company culture, amplition, and engagement. Pioneering “Value-to-Profit,” he aligns core values with employees’ essentials for heightened profitability. His approach empowers organizations to implement innovative engagement, vitality, and sick leave strategies, guided by the 7 keys of Talent Management Engagement as ROI.

Paul is a guest lecturer at Maastricht University, Masters Work, Health and Career and is registered as a Certified Speaking Professional (CSP) with the organisation Professional Speakers Australia and a Fellow (FPSA) with the Professional Speaking Association in Great Britain and Ireland.

Key Takeaways:

  • Global Engagement Statistics: The engagement levels in the workforce vary across regions and cultures. About 15% of employees worldwide are fully engaged, showing energy and enthusiasm in their work. Regions like Europe have higher numbers of disengaged employees compared to fully engaged ones, while regions like South Asia, the US, and Canada have relatively higher engagement levels.
  • Generational Shifts: Different generations approach work differently. Older generations often valued duty and work to provide for their families, while younger generations focus more on personal fulfillment and purpose. This generational shift impacts the way leaders need to approach engagement and motivation.
  • Changing Leadership Roles: The role of a leader has evolved from simply being the best employee to being a facilitator and supporter of their team. Many leaders who were promoted due to their individual skills may lack the natural leadership skills required to effectively manage and engage their teams.
  • ABC of Engagement: Autonomy, Belonging, and Competencies are essential factors that influence engagement in the workforce. Leaders should provide employees with autonomy to make decisions and contribute, create a sense of belonging within the team or organization, and continually support employees in developing their competencies.
  • Non-Negotiable Values: Organizations should establish non-negotiable core values that define their purpose and mission. These values should guide hiring decisions, and employees should align with these values. A strong organizational purpose contributes to a sense of belonging and engagement among employees.
  • Leader’s Role in Engagement: Leaders play a critical role in driving engagement within their teams. Effective leadership involves understanding individual employee’s strengths and weaknesses, fostering a culture of continuous development, aligning individual purposes with the organization’s purpose, and maintaining open communication.
  • Personalized Conversations: Engaging with every employee through meaningful conversations is crucial. Leaders often focus on addressing issues with underperforming individuals, but it’s equally important to engage with high-performing employees. Valuable insights can be gained from these conversations, contributing to better team dynamics and performance.
  • Effective Communication: Building relationships requires leaders to communicate effectively with their team members. Engaging in open conversations and actively listening can foster trust and understanding. Opt for informal settings like walking meetings or coffee chats to create a relaxed environment conducive to candid discussions.
  • Recognition and Feedback: Recognition and feedback are powerful drivers of engagement. Celebrating successes and acknowledging contributions can boost morale. Feedback sessions should focus on strengths and areas for improvement, creating a positive impact and encouraging employees to take ownership of their growth.

Top 3 Takeaways:

  1. Stop talking about human resources. Nowadays we talk about human beings. 
  2. Change negative issues into a positive approach.
  3. Take your position as a leader seriously because you’re there to support and facilitate employees. 

How to connect with Paul:

YouTube: https://www.youtube.com/@PaulterWal

LinkedIn: https://www.linkedin.com/in/paulterwal/

Corporate CPR Episode 72: Why We Need a New Type of Leadership to Manage Corporate Change

/ Jana

On today’s show, we discuss why we need a new type of leadership to manage corporate change.

Lata Hamilton is a change leadership and confidence expert and founder and CEO of Passion Pioneers and creator of the Leading Successful Change program. Her change leadership training Leading Successful Change helps women carve their own paths for change in career, leadership and life. Lata is a Change Management Consultant, Leadership Trainer, Neuro-Linguistic Programming (NLP) Practitioner, and Confidence Coach.

Lata is based in Sidney, Australia and has led change with some of Australia’s biggest companies on their major Transformation and Organisational Change projects with agile, fit-for-purpose, practical Change Management strategies, plans and approaches. She’s worked on changes that have impacted over 100,000 people, operating model changes impacting thousands, global cultural transformations, and digital transformation that is literally change the way that we work.

Key Takeaways

Change management as we know it, has to change:

• The old standard of change management is regimented and relies on the idea of change projects being a step-by-step process for managing change. Which is not based on real life.

• Organizational change requires fluidly and flexibility instead of strict processes and timelines so you can add value in the moment.

• We need to shift our mindset from “managing change” (how are we going to manage a process or project to some desired outcome) to embrace a more holistic view of “inspiring change” (how are we going to change hearts and minds and engage people through all levels of the organization)

Focus on the experience you want to create with the change, not on specific dates and times:

• Instead of thinking the change project starts and ends, think about the experience you want to create and the benefits you want to see from the experience. For example – for training, instead of thinking of it from a time/deadline perspective, think of it from an experience perspective and plan out a journey for a particular team member.

• Focusing on the experience works because the actual delivery of the change is not the success. The success comes from realizing the benefit of the change and using it to engage people correctly, so they are switched on for now and for the future.

How do you prepare an organization for changes caused by automation?

• Open people’s minds to the possibility of change early on. • Create a change vision at group level and an individual level.

• Provide inspiration to give people a reason to believe and hope in the future of the organization.

• Leadership should be highly involved in communication to build trust. If employees trust their leaders, they will follow them through tough/uncertain times.

Top 3 Takeaways:

1) Wake People Up. Look to empower people. Take a new approach – how can we focus on getting an emotional shift and emotional transformation now and in the future?

2) Think about the communications you use. Take every opportunity to build trust when you are in a project or not. Change doesn’t have a start and end date. It’s always rolling, and you are always paving the way for new changes.

3) Leading change is hard. If you are working in any change leader position, take care of yourself and take time to build your internal confidence. To be able to lead change with other people you need to be able to step up i to your leadership and your internal strength in the process.

Connect with Lata:

Website: https://www.latahamilton.com

LinkedIn: https://www.linkedin.com/in/latahamilton

Corporate CPR Episode 45: How to Effectively Manage Global Teams

/ Jana

On today’s show, we discuss how to effectively manage global teams.

Dr. Rajesh Kumar is a consultant and a retired business academic specializing in global business. He has an undergraduate and a Master’s Degree in Economics from the University of Delhi, an MBA from Rutgers University, and a Ph.D. in International Business from the Stern School of Business at New York University. He is also a Certified Global Dexterity Trainer.

Originally from India, Dr. Kumar has lived and worked in the United States, France, Finland, Netherlands, New Zealand, Denmark, and the United Kingdom. He has taught at Penn State, Ohio State, Babson College, and Menlo College in the United States, the University of Nottingham in the U.K., and the University of Aarhus in Denmark, among others.

Dr. Kumar specializes in the art of doing business across cultural boundaries. As companies go global they must deal with suppliers, customers, and even employees coming from different cultural backgrounds. This impacts all facets of business operations ranging from how you negotiate business deals to how you motivate employees and manage them.

Dr. Kumar has led training programs for global companies on Doing Business in India, Negotiating Cross-Culturally, and Managing Strategic Partnerships. Global Strategic Advisory, of which Dr. Kumar is the principal, offers training programs to companies seeking to enhance their global presence. Dr. Kumar is also part of the Partner-Alliances Collective, a group of professionals involved in managing alliances.

Dr. Kumar has a passion for reading, spirituality, and wine tasting. His global experience adds to his vast knowledge, in which he has many fascinating stories to tell.

Continue reading →

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

/ Jana / Leave a comment

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. Continue reading →