Special Edition – November 2012


November 2012
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This Special Edition includes insights from industry experts who are Changing the Game and Reinventing Project Management Real-Time… from the way Project Managers on the Go(R) consume content and renew their certification to the way they build relationships and transform human behavior. These thought leaders share their latest finds in an effort to make a difference, have impact and improve project success.Wishing you continued success!

Jennifer Bridges, PMP (formerly, Jennifer Whitt)Founder – PDUs2Go.com


Photo of Chris Widener  

The Myth of What We Manage

By Chris WidenerPerhaps it is merely semantics, but an underlying problem I find that people have as it relates to the success in their life lies in a proper understanding of what exactly it is that we manage. Think about it. We have time management, and financial management, and relational management, weight management, career management, and many, many more. The fact is though, that we don’t manage any of those things. What we do manage is ourselves, as they relate to those things. We don’t manage time.

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Photo of Jennifer Bridges  

6 Ways to Manage High Risk Projects Successfully

By Jennifer Bridges, PMP (formerly, Jennifer Whitt)Just the concept of high risk is frightening in itself, but if we deconstruct what a high risk project is and apply a few rules of project management we will find that it can be simplified. What does managing high risk projects mean? Managing is looking to see if something is on or off track; and, if it’s off track, identifying how to get it back on track, manage and control it. The most important thing is to define what high risk means to you, because it can mean different things to different organizations.

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Photo of David Nour  

26 Strategic Relationship Success Lessons from the Past Decade (Part I)

By David NourI’ve spent the last decade becoming a student of business relationships. Here are, in no particular order, 26 lessons I’ve learned, have supported in working with world-class clients, and watched others do well or not in the marketplace: 1. Write a vision for the types of business relationships you want to develop in the next 12-24-36 months! Personal, functional, or strategic, they should help you grow personally and professionally. 2. Learn to listen to your trusted relationships.

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Photo of Lakecia Carter, PMP  

“Ask Dumb Questions”

By Lakecia Carter, PMPOne of the worst phrases I hear from many people is “May I ask a dumb question?” Think about it. Why does anyone announce that they are about to ask a dumb question? Secondly, why does the person ask permission? Sometimes I’m tempted to respond “No” just for the shock value! Seriously, if you think about it, innovation is born from a question. I’m sure that some of those questions were considered dumb by those who didn’t understand the concept. As a PM, I think we ought to change how we view dumb questions. We ought to embrace them!

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Photo of Bob Rausch, Ph.D.  

Avoiding Panic Attacks

By Bob Rausch, Ph.D.Someone who has experienced a panic attack before can attest, they can be very alarming. If you find yourself feeling anxiety or having a panic attack, remember these key things. 1. Check your energy level – Anxiety can be caused from low energy – Your biological adrenal system kicks in when you are low on personal fuel. If you have been dealing with stress non-stop and/or not taking time to refuel your energy you are an anxiety attack waiting to happen. 2. No one dies from anxiety – Although you may feel like it. The feeling will pass.

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Photo of Tricia Molloy  

Can You Spare Some Change?

By Tricia Molloy”There are three constants in life: change, choice and principles.” ~Stephen Covey~ Change is inevitable and rarely avoidable. Today, it might take the shape of extra responsibilities at work or learning the latest technology. Tomorrow, you might be looking for a new job or starting your own business. While we often can’t prevent change, we do get to choose how we respond to it. When we perceive change as a valuable commodity, much like money, we can manage it more effectively. Here are three key questions to help you master change.

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Photo of Rick Forbus, Ph.D.  

Candid Organizational Cultures Thrive (Part I)

By Rick Forbus, Ph.D.The lack of candidness is an issue in many organizations. Actually it is an obstacle to having open, honest, and healthily divergent group discussions. Why are people that work together resistant to being open with each other in the workplace? I asked some of the team I was coaching in an international company why this was such an issue. The answers were various but contained similarities. The team said these things were the indicators of a lack of candidness: Their personal relationships were more important than real openness to job-related weakness and improvement.

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Photo of Ron Shapiro  

George Gallup, America’s Great Influencer

By Ron ShapiroWhat makes a great influencer? In many cases, people try to get things done without understanding the other individuals involved in the process, their motivations and needs, and how they make decisions. SNI believes that to become as influential as possible, one must understand and implement four basic steps. First, one must build credibility, since without credibility and trust, no amount of logic will convince the other side. Second, one must engage emotions, since people tend to decide emotionally and collaborate with people they can connect with.

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Photo of Rob Waldo Waldman, Lt. Col., CSP  

How Do You Define Commitment?

By Rob “Waldo” Waldman, Lt. Col., CSPIf you want to examine your results for today, last week, or even this past year, take a look at how consistently you took action to make things happen. 1. How did you act in response to adversity? 2. What risks did you take? 3. When did you try something new in business? Something that may have gotten you nervous. 4. Did you get up early and stay focused, or did you slack off when the going got tough? You see, success isn’t necessarily about attitude. It’s about the action you take in the presence of your attitude.

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Photo of Linda Henman, Ph.D.  

Leadership Lessons from the Cat

By Linda Henman, Ph.D.We often see writing related to all that “man’s best friend” does for us. The role modeling we should follow, the loyalty we should imitate, the sterling virtues we should emulate. Taking nothing away from our canine advisors, I’d like to add a word on behalf of the cat. When it comes to business, we could do worse than to learn some lessons from our feline friends: 1. Cats excel at time management. They don’t come when you call. Instead, they take a message and get back to you when they find a convenient moment.

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Photo of Drew Stevens, Ph.D.  

Make Changes in Your Life With a Mood Makeover

By Drew Stevens, Ph.D.Ron called me yesterday to complain that business was off due to the excessive heat in the United States. Ironically many complain when they can actually take action on ideas. Many will make excuses about the smell of something. Throw it out. Many make excuses about traffic. Choose a different route. Many make excuses about people. Find a new crowd. Many will make excuses about slow business. Then create marketing activities. If you want to make changes in your life then stop being a spectator and create activities that place you in the field of play.

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Photo of MaryGrace Allenchey, PMP  

Recruit, Reward & Retain the Right Resources

By MaryGrace Allenchey, PMPSuccessful enterprises acknowledge Human Resources as their most critical asset. The investment in enterprise associates must be wise and strategic. Organizations must define and implement strategies to recruit, reward and retain qualified professionals… professionals who meet or exceed enterprise competencies’ and capabilities’ expectations! Human Resources throughout the enterprise must be equipped with the competencies and capabilities to effectively and successfully perform the functions of this Business Process and provide World Class Customer Service. An Enterprise Professional Development Program or EPDP, must be established and implemented to effectively enable and optimize the competencies and capabilities of all associates.

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Photo of Jeff Justice  

Sharing Decisions Reduces Stress

By Jeff Justice, CSPStudies show that executives who cope well have three things in common: They have a sense of being in control of their lives. They are committed so their emotions are behind what they are doing – not just going through the motions, doing a job they don’t really like. They see what others perceive as a burden or a threat as a challenge. It’s their perceptions that help these executives cope. What they believe and understand about their work makes a difference. One more thing: they have a good sense of humor and the ability to laugh at themselves.

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Photo of Jennifer B. Kahnweiler, Ph.D.  

The Comfort of Being “Alone Together”

By Jennifer B. Kahnweiler, Ph.D.The NY Times recently ran a story about tech entrepreneurs living in hostel type places in the Bay Area. It says, “So-called hacker hostels in the Bay Area have become popular among aspiring technology entrepreneurs. Young programmers, designers and scientists go to them to work, eat and sleep. Most go for the camaraderie and exchange of ideas.” In the research I have been doing for my new book, Quiet Influence, I have found that this comradarie does not need to mirror a loud, fraternity. A quieter approach works beautifully.

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Photo of Don Goewey  

The Most Important Breakthrough in Our Understanding of the Brain in Four Hundred Years (Part I)

By Don GoeweyOne of the great scientific discoveries in the last twenty years is something called neuroplasticity. Norman Doige of the Research Faculty at Columbia University said: Neuroplasticity is the most important breakthrough in our understanding of the brain in four hundred years. Neuroplasticity is the discovery that the brain can change itself to expand and reorganize networks that make us smarter, happier, healthier and more successful in life. It’s what Aristotle defined as The Good Life. These positive results are produced by positive neuroplasticity. Positive neuroplasticity builds the brain that delivers The Good Life.

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Photo of Pamela A. Scott  

There’s Always Tomorrow

By Pamela A. ScottTwo weeks ago, a client and I were discussing (1) his inability to prioritize his work and (2) how he spends his time. We came up with a to-do list and set deadlines. He met one deadline, but he didn’t complete the other three things on his to-do list until this week. Why the delay? And why now? He delayed the work because he didn’t want to do it. He finally completed the remaining tasks less than an hour before we met—because he didn’t want to have to tell me that the projects weren’t finished.

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Photo of David Ryback, Ph.D.  

Unlearning Learned Helplessness

By David Ryback, Ph.D.The opposite of being plugged into your relationship eco-system can be characterized as learned helplessness. That’s what happens when an individual experiences a string of failures and takes from those experiences that he or she will never be able to succeed in similar circumstances. You’ve no doubt heard of how elephants are conditioned to being tethered to a small spike in the ground. The grown elephant could easily dislodge that small spike. But as a very young elephant, that spike was probably a large tree trunk and, try as it might, it could not budge it. So it learned to stop trying.

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