The Importance of Motivation in Project Management
By Michael L Young
A poorly motivated team has been known to unravel even the best project plan. A good project manager needs to know how to harness the initial excitement that comes with starting a project and use it to maintain motivation – leading to success throughout the project’s lifecycle. We now know that contemporary project managers need to be more than just schedulers and contract managers. They need excellent skills in managing those complex human elements that have the potential to bring any project down.
Motivation Theory and how it works
Most people who’ve been around management for a while would have heard of the key management theories about motivation. There’s the difference between intrinsic (like values and beliefs) and extrinsic (like money and recognition) motivation. Maslow’s Hierarchy of Needs is also often referred to. This theory proposes that people need to meet lower level goals such as the need for food, shelter and security before they are motivated by higher level goals such as the need for achievement and social acceptance. Read the Complete Article
Workplace conflict comes with the territory. In any setting where different personalities are required to work together, you expect disagreements to arise. However, this doesn’t mean that petty disagreements should be allowed to grow unabated. Disagreements can be caused by opposing personalities, power struggles, role conflict, ego and pride, and performance discrepancies among other issues.
The Cost of Workplace Conflict
Leadership and conflict will always go hand in hand and as an effective manager, it is your duty to ensure disagreements are solved early before they blow up in your face. To lead effectively, you have to understand all pertinent issues around a conflict in order to resolve it. For starters, it is imperative to appreciate how conflict can bring down your business.
Take a look at some consequences of unresolved workplace disagreements:
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- Toxic workplace environment: Nothing is as frustrating as managing workers who can’t even talk to each other. Such an environment is plagued by gossip and sabotage.
8 Team Building Tips for Leaders That Actually Work
By Richard Lepsinger
Great teams are the building blocks of any organization. A great team has shared goals, clear roles, transparent processes for solving problems and making decisions, and the ability to deal with conflicts constructively. A good team may have some of these elements; a great team will have them all. It is up to you as a leader to make sure all of these elements are in place.
Like all coaches, a successful team leader needs a playbook to guide them. If you are leading a new team or want to enhance the performance of an existing one, follow these eight tips.
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- Emphasize Common Interests and Values: Getting group members to agree on objectives, strategies, and the need for cooperative effort greatly facilitates a strong identification with the group. Great leaders emphasize mutual interests rather than allowing members to dwell on their differences.
Six Leadership Lessons From Game of Thrones Season Six
By Steven J Selikoff
Game of Thrones is a world of alliances and competition, politics, powerbrokers, fair and failed leaders, trust, deception, limited resources, plus a few dragons. It shouldn’t be surprising that it’s a world filled with leadership lessons delightfully delivered by our most loved, and hated, characters. In honor of Season Six, here are six lessons all business leaders can learn from Game of Thrones.
Lesson 1. Be self-aware.
Know who you are, warts and all. As a leader, this is a critical characteristic for your success. Tyrion Lannister advises Jon Snow, “Never forget who you are, for surely the world will not. Make it your strength. Then it can never be your weakness.” This bit of wisdom served Jon well as he grew into the leader we love today. The advice serves just as well for you, whether you are a leader of a team, or the leader of a business. Read the Complete Article
The Appearance of Non-Leaders
By Jeremy Francis
I suppose it is not surprising that when there is a leadership vacuum all sorts of non-leaders seek to fill it! Much has been written about leaders but what about non-leaders? Well here is my attempt at identifying non-leaders in a leadership contest. Use the following eight descriptions to weed out anyone applying for a leadership role in your organization. I am going to focus on non-leadership language!
Here are eight descriptions:
A non-leader is someone who says:
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- ‘I am not really a leader’. Intriguing! Then why are you standing for a leadership role?
‘I would not describe myself as charismatic.’ Great! Then how would you describe yourself? Perhaps dull?
‘I don’t rely on specialists’. Really! Then who do you rely on… idiots?
‘I can deliver a better future.’ Interesting! What exactly is this better future and for whose benefit? Yours I suppose!
‘My theory is this… ‘ Go on, tell us more!
Legendary Leadership Secrets – Success Eats Charisma for Lunch
By David Roppo
For many decades the phrase “Culture eats strategy for breakfast,” has been floating around leadership development circles. It’s often attributed to Peter Drucker, the father of management, although that claim has yet to be substantiated. Nevertheless, I believe the phrase makes for some validate points. Strategy is generally a plan which is aimed at achieving success. However, every plan must be executed precisely to achieve the expected success. That takes people. Therein is where culture enters the picture. As I always say, “If you like logistics, you better love sociologistics because the complex planning, organization, and coordination of work is always superseded by human behavior and the ability to empower people to facilitate it. Without a positive workplace environment, and engaged as well as motivated employees, the greatest strategy in the world is destined to fail. Hence the quote, “Culture eats strategy for breakfast.” That doesn’t mean you should push strategy to the side and go all in on culture. Read the Complete Article
Managing Change: Secrets of Adaptable Leaders
By Richard Lepsinger
Why do some companies consistently outperform their peers? When companies that face identical circumstances are compared, one variable stands out among the winners- leadership quality. The best leaders are able to effectively influence three determinants of organizational performance-adaptation, efficiency, and human resources.
Adaptation involves changes made to cope with external threats and to exploit opportunities created by new technology, changing markets, and the shifting needs and expectations of customers. The ability to adapt becomes even more important when the external environment is turbulent and uncertain, yet it’s often more difficult the larger the size of an organization.
Here are seven things leaders can do to better manage change and ensure their companies are able to adapt amid uncertainty.
Start with a Culture That Rewards Change
The many difficulties involved in fostering adaptation in large organizations make it essential to have a culture with firmly embedded values and beliefs that support innovation and change. Read the Complete Article
Manage Team Performance Through an Open Dialog
By Patrick Smyth
Many challenges in business, team and employee performance result from inadequate communication. Leaders often make incorrect assumptions about the members of their teams. Those assumptions lead the team to believe the leader is not interested in listening to their ideas for improvements. Sometimes communication breaks down when attempting to avoid conflict or not wanting to put personal relationships at risk. All of these will damage team performance and ultimately the performance of the business.
Assumptions are the silent killer of team performance because they are not the result of deliberate negative action. However, taking no action is often the worst course of action. Ask yourself if your team members tend to make decisions that align with your vision, mission, values and objectives. If the team frequently makes decisions that require you to correct them, or if they defer making the decision and escalate it to you, then you most likely have a problem with assumptions. Read the Complete Article
Leaders – Bringing Out Creativity From Your Employees
By Neal Burgis
“Creativity is putting your imagination to work, and it’s produced the most extraordinary results in human culture.” – Ken Robinson
In today’s winning companies, leaders look for every advantage as possible. Those leaders of creative and innovative organizations know how to take advantage of the opportunities they have in their employees. These resources are of using the creativity and innovation your employees have within them for generating greater breakthrough results.
Creativity is very important to organizations that want to solve new problems, fix current ones and be innovative in their industry. Bringing out the best in your employees for higher performance is what leaders typically want and need to do. So, how do you bring out the best creativity in your employees you may think works the same way? This is not necessarily true.
Various factors are required for creativity and innovation to take place. Read the Complete Article
Flexible Leadership: Learning to Lead And Manage
By Richard Lepsinger
It’s time to put an end to a decades-long debate.
For years, leadership consultants have discussed the differences between leadership and management and which approach is more effective.
Some contend managing and leading are mutually exclusive roles that require different values and traits. This conventional way of thinking says managers value stability, control, and efficiency, whereas leaders value flexibility, innovation, and adaptation. Managers are practical, analytical, and rational, whereas leaders are visionary, creative, and emotional.
Another perspective is that leading and managing are distinct roles, but both roles can be enacted by the same person. Managing seeks to produce predictability and order, whereas leading seeks to produce organizational change.
Both roles are necessary, but problems can occur when one role is overemphasized. Strong management alone can discourage risk taking and create a bureaucracy without a clear purpose. Strong leadership alone can disrupt order and create change that is impractical. Read the Complete Article