Jody Bicking has over 30 years of experience in leadership development, organizational change, and executive coaching. She is the founding partner of ACHEV Inc, which provides customized leadership programs, coaching, and talent planning. She holds a PhD in Human and Organizational Development and is a certified professional coach. Bicking has taught at several universities and held leadership roles in the financial sector and U.S. Army, where she served as an officer and Ranger.
The document discusses various aspects of leadership in project management, including the differences between managers and leaders, how project managers lead teams, traits of effective project leaders, the roles of project champions, and creating a professional culture of project management. It provides information on acquiring resources, communication, developing project managers, and the new competencies needed for project leadership.
This document discusses leadership challenges and focus areas for an agile transformation. It begins by explaining why organizations adopt agile methods like increased innovation and customer collaboration. A paradigm shift is needed across the organization impacting people, structure, roles, and culture. Key challenges include communication, culture, skills, structure, and measurement. For leadership, focus areas are communication and managing expectations, cultural transformation, performance management, customer engagement, organizational structure and readiness, and engineering excellence. The talk emphasizes that agile transformation requires managing the cultural shift with leadership participation through organizational change management for success.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
油
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
油
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Developing Leaders: A Case Study from the Legal ProfessionGus Prestera
油
This deck is from a 2015 GVFHRA HR Summit case study I co-presented with Ballard Spahr's Bonnie Bell. The senior leaders at Ballard Spahr, a national law firm headquartered in Philadelphia, launched a firm-wide initiative to support and implement the development of their support staff at all levels of the organization with a high expectation of accountability. Our case presentation focuses on this strategic initiative, which involved aligning senior leaders on competencies, methodology, tools, technologies, and an overall framework.
The document discusses different types of organizational structures and how they differ based on factors like strategy, size, technology, and environment. It provides Greg Strakosch, founder and CEO of Tech Target, as an example of an organic organization with 210 employees and no set policies, where results have the highest priority. While this structure provides independence and flexibility, it can lack coordination and risk underachievement by employees.
Mba 1 mm-1 u-4.1 porter's five force modelRai University
油
Michael Porter introduced the Porter's Five Forces framework in 1979 to analyze industry competition and profitability. The five forces include the threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. The framework is used to analyze an industry's structure and attractiveness by examining the competitive forces that determine long-term profitability. It helps companies understand the industry they operate in and their position within it.
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
This document introduces technology forecasting. It defines technology forecasting as predicting the direction, character, rate, implication, and impact of technological advances. The key reasons for technology forecasting are to improve decision making by scanning the technological environment and anticipating changes. It describes the basic model of technology forecasting as having inputs, a forecasting process and techniques, and outputs. The main elements of technology forecasting are the forecasting problems/objectives, data, forecaster, techniques, forecast, and review mechanism. The objectives of technology forecasting include projecting technology replacement rates, assisting R&D management, evaluating technology value, identifying new opportunities/threats, and analyzing developments that could change strategies.
Demand forecasting is predicting future demand for a firm's products. It helps with production planning and scheduling, acquiring inputs, financial planning, pricing strategies, and advertising planning. The key steps involve specifying objectives, determining timelines, choosing forecasting methods, collecting and adjusting data, estimating results, and interpreting them. Common techniques include surveys, statistical methods, opinion polls, trend projection methods, barometric methods, and econometric methods. Consumer survey techniques involve complete enumeration, sample surveys, and end-use methods. Expert opinion, Delphi methods, and managerial surveys are also used. Statistical techniques include trend projections, barometric indicators, and econometric regression and simultaneous equation models.
corporatelevel strategies INTERNATIONALISATION, COOPERATION & DIGITALISATIONNinoe George
油
The document discusses various corporate-level strategies including internationalisation strategies, cooperation strategies, and digitalisation strategies.
Internationalisation strategies allow companies to expand globally and there are various entry modes and factors to consider. Cooperation strategies like mergers and acquisitions, joint ventures, and strategic alliances allow firms to work together competitively or cooperatively. Digitalisation strategies transform value chains and involve three phases of choosing patterns, models, and designs to implement new technologies.
Building a capable organization requires three key components: staffing the organization with a strong management team and talented employees, developing core competencies and competitive capabilities suited to the organization's strategy, and structuring the organization and work effort through business functions, processes, and decision making. These components work together to create an organization capable of good strategy execution.
The document discusses strategic advantages and disadvantages that firms possess. It notes that while large firms have financial strength, they tend to be less agile than smaller firms. Additionally, no firm excels in all areas of its operations. Strategists should evaluate where a firm's capabilities exceed its competitors. Strengths in key market factors allow firms to launch new products and gain market share. The document outlines five main functional areas for organizations and lists factors related to marketing/distribution and R&D/engineering that can provide strategic advantages.
This document provides an overview of conducting a rapid market appraisal (RMA) to understand a value chain. An RMA aims to obtain information about how a commodity sub-sector is organized and operates in a short time. It identifies key topics to assess such as market constraints, opportunities, and policy issues. Qualitative and quantitative data is collected from secondary sources and primary sources like experts, stakeholders, and field observations. Guided interviews and structured questionnaires are tools used to gather in-depth information from stakeholders. The RMA process is iterative, with the goal of characterizing the value chain and identifying any deficiencies or problems.
Pause proceed with caution strategy stability strategies - corporate level...manumelwin
油
It is employed by the firm that wish to test the ground before moving ahead with a full fledged grand strategy, or by firms that have an intense pace of expansion and wish to rest for a while before moving ahead
Stability & retrenchment management BMSVaibhav Shah
油
This document discusses strategies for stability and retrenchment in corporate management. Stability strategies aim to continue current activities without significant changes and include no-change, profit, and pause/proceed with caution approaches. Retrenchment strategies aim to reduce the size or diversity of operations and include turnaround, divestment/disinvestment, and liquidation. Specific companies that have utilized these strategies are provided as examples. The document provides an overview of key stability and retrenchment strategies for top-level management in corporate strategy planning.
This document discusses various stability strategies that corporations may employ, including stability strategy, pause/proceed with caution strategy, no-change strategy, and profit strategy. It provides examples of industries that have used stability strategies like steel authority of India and cigarette/liquor industries. Hindustan Levers trial of selling shoes in cities is given as an example of pause/proceed with caution strategy. The document also briefly outlines no-change and profit strategies.
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
1. The document discusses various leadership styles and tactics for managing people effectively, including Likert's four styles and the Tannenbaum-Schmidt continuum of leadership behavior.
2. It also covers the skills needed for persuasion, motivation, and conflict resolution as leaders work to lead their teams and implement agendas. Specific tactics discussed include identifying key relationships, assessing sources of power and resistance, and developing relationships to enable cooperation.
3. Effective leadership requires the ability to motivate different types of employees through clarity of vision, caring, setting goals, and managing crisis, as well as dealing constructively with problem employees or difficult situations.
Strategic Business Unit Defined
A strategic business unit is a fully functional and distinct unit of a business that develops its own strategic vision and direction.
The document summarizes a chapter on corporate-level strategy from a strategic management textbook. It discusses seven key topics: (1) the definition of corporate-level strategy and different levels of diversification, (2) the three primary reasons firms diversify, (3) how related diversification can create value, (4) how unrelated diversification can also create value, (5) incentives and resources that encourage value-neutral diversification, (6) management motives that can encourage overdiversification and reduce value, and (7) a summary model of the relationship between diversification and firm performance.
The document discusses corporate level strategy and how it differs from business level strategy. Corporate level strategy is related to decisions about the overall direction, growth, and resource allocation of a multi-business corporate. It deals with managing a portfolio of businesses and maximizing their contributions under a common vision, mission, and objectives. The four main types of corporate strategies discussed are expansion, stability, retrenchment, and combination strategies.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
This document discusses identifying good leaders and the challenges of leadership. It begins by outlining the objectives of promoting people aspects of project management. It then discusses what leadership entails and different leadership styles. It explores personal values and emotional intelligence as they relate to leadership. The document emphasizes the importance of personal resilience for leaders. It encourages reflection on one's own leadership identity and areas for development. Overall, the document examines what characterizes effective project leaders from different perspectives.
The document discusses different types of organizational structures and how they differ based on factors like strategy, size, technology, and environment. It provides Greg Strakosch, founder and CEO of Tech Target, as an example of an organic organization with 210 employees and no set policies, where results have the highest priority. While this structure provides independence and flexibility, it can lack coordination and risk underachievement by employees.
Mba 1 mm-1 u-4.1 porter's five force modelRai University
油
Michael Porter introduced the Porter's Five Forces framework in 1979 to analyze industry competition and profitability. The five forces include the threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. The framework is used to analyze an industry's structure and attractiveness by examining the competitive forces that determine long-term profitability. It helps companies understand the industry they operate in and their position within it.
Strategic decision making deals with long-term, unusual decisions that commit substantial resources across an entire organization. There are four modes of strategic decision making: entrepreneurial, adaptive, planning, and logical incrementalism. The strategic planning process involves evaluating current performance, scanning the external and internal environments, analyzing strategic factors, generating and selecting strategies, implementing strategies, and providing feedback. A strategic audit systematically examines and evaluates strategic management processes and measures corporate performance against strategic goals to identify deficiencies.
This document introduces technology forecasting. It defines technology forecasting as predicting the direction, character, rate, implication, and impact of technological advances. The key reasons for technology forecasting are to improve decision making by scanning the technological environment and anticipating changes. It describes the basic model of technology forecasting as having inputs, a forecasting process and techniques, and outputs. The main elements of technology forecasting are the forecasting problems/objectives, data, forecaster, techniques, forecast, and review mechanism. The objectives of technology forecasting include projecting technology replacement rates, assisting R&D management, evaluating technology value, identifying new opportunities/threats, and analyzing developments that could change strategies.
Demand forecasting is predicting future demand for a firm's products. It helps with production planning and scheduling, acquiring inputs, financial planning, pricing strategies, and advertising planning. The key steps involve specifying objectives, determining timelines, choosing forecasting methods, collecting and adjusting data, estimating results, and interpreting them. Common techniques include surveys, statistical methods, opinion polls, trend projection methods, barometric methods, and econometric methods. Consumer survey techniques involve complete enumeration, sample surveys, and end-use methods. Expert opinion, Delphi methods, and managerial surveys are also used. Statistical techniques include trend projections, barometric indicators, and econometric regression and simultaneous equation models.
corporatelevel strategies INTERNATIONALISATION, COOPERATION & DIGITALISATIONNinoe George
油
The document discusses various corporate-level strategies including internationalisation strategies, cooperation strategies, and digitalisation strategies.
Internationalisation strategies allow companies to expand globally and there are various entry modes and factors to consider. Cooperation strategies like mergers and acquisitions, joint ventures, and strategic alliances allow firms to work together competitively or cooperatively. Digitalisation strategies transform value chains and involve three phases of choosing patterns, models, and designs to implement new technologies.
Building a capable organization requires three key components: staffing the organization with a strong management team and talented employees, developing core competencies and competitive capabilities suited to the organization's strategy, and structuring the organization and work effort through business functions, processes, and decision making. These components work together to create an organization capable of good strategy execution.
The document discusses strategic advantages and disadvantages that firms possess. It notes that while large firms have financial strength, they tend to be less agile than smaller firms. Additionally, no firm excels in all areas of its operations. Strategists should evaluate where a firm's capabilities exceed its competitors. Strengths in key market factors allow firms to launch new products and gain market share. The document outlines five main functional areas for organizations and lists factors related to marketing/distribution and R&D/engineering that can provide strategic advantages.
This document provides an overview of conducting a rapid market appraisal (RMA) to understand a value chain. An RMA aims to obtain information about how a commodity sub-sector is organized and operates in a short time. It identifies key topics to assess such as market constraints, opportunities, and policy issues. Qualitative and quantitative data is collected from secondary sources and primary sources like experts, stakeholders, and field observations. Guided interviews and structured questionnaires are tools used to gather in-depth information from stakeholders. The RMA process is iterative, with the goal of characterizing the value chain and identifying any deficiencies or problems.
Pause proceed with caution strategy stability strategies - corporate level...manumelwin
油
It is employed by the firm that wish to test the ground before moving ahead with a full fledged grand strategy, or by firms that have an intense pace of expansion and wish to rest for a while before moving ahead
Stability & retrenchment management BMSVaibhav Shah
油
This document discusses strategies for stability and retrenchment in corporate management. Stability strategies aim to continue current activities without significant changes and include no-change, profit, and pause/proceed with caution approaches. Retrenchment strategies aim to reduce the size or diversity of operations and include turnaround, divestment/disinvestment, and liquidation. Specific companies that have utilized these strategies are provided as examples. The document provides an overview of key stability and retrenchment strategies for top-level management in corporate strategy planning.
This document discusses various stability strategies that corporations may employ, including stability strategy, pause/proceed with caution strategy, no-change strategy, and profit strategy. It provides examples of industries that have used stability strategies like steel authority of India and cigarette/liquor industries. Hindustan Levers trial of selling shoes in cities is given as an example of pause/proceed with caution strategy. The document also briefly outlines no-change and profit strategies.
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
1. The document discusses various leadership styles and tactics for managing people effectively, including Likert's four styles and the Tannenbaum-Schmidt continuum of leadership behavior.
2. It also covers the skills needed for persuasion, motivation, and conflict resolution as leaders work to lead their teams and implement agendas. Specific tactics discussed include identifying key relationships, assessing sources of power and resistance, and developing relationships to enable cooperation.
3. Effective leadership requires the ability to motivate different types of employees through clarity of vision, caring, setting goals, and managing crisis, as well as dealing constructively with problem employees or difficult situations.
Strategic Business Unit Defined
A strategic business unit is a fully functional and distinct unit of a business that develops its own strategic vision and direction.
The document summarizes a chapter on corporate-level strategy from a strategic management textbook. It discusses seven key topics: (1) the definition of corporate-level strategy and different levels of diversification, (2) the three primary reasons firms diversify, (3) how related diversification can create value, (4) how unrelated diversification can also create value, (5) incentives and resources that encourage value-neutral diversification, (6) management motives that can encourage overdiversification and reduce value, and (7) a summary model of the relationship between diversification and firm performance.
The document discusses corporate level strategy and how it differs from business level strategy. Corporate level strategy is related to decisions about the overall direction, growth, and resource allocation of a multi-business corporate. It deals with managing a portfolio of businesses and maximizing their contributions under a common vision, mission, and objectives. The four main types of corporate strategies discussed are expansion, stability, retrenchment, and combination strategies.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
This document discusses identifying good leaders and the challenges of leadership. It begins by outlining the objectives of promoting people aspects of project management. It then discusses what leadership entails and different leadership styles. It explores personal values and emotional intelligence as they relate to leadership. The document emphasizes the importance of personal resilience for leaders. It encourages reflection on one's own leadership identity and areas for development. Overall, the document examines what characterizes effective project leaders from different perspectives.
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
油
Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization.
www.bizlibrary.com
Readalong slides used in the Inspired Leadership information session for potential partners, prospects and clients.
Get in touch: angela.del@inspiredleadership.world
Management and Leadership Skills: Why they are important and how to get them. Presented for Boston University Corporate Education Group by
Jamie Resker
This document discusses three topics related to project management: 1) an overview of how project management interacts with related practices like strategic planning, 2) using work breakdown structures to communicate processes and commitments, and 3) lessons learned from over 25 years of project management experience around communication, understanding stakeholders, and navigating organizational ecosystems. It provides tips for project managers around obtaining commitments, understanding different perspectives, prioritizing requirements, and making risks visible to stakeholders.
Primary objectives:
To promote the inclusion of people aspects of project management
Research and promote tools and techniques
Provide support for project leaders and teams
Provide support for performance improvement
Presentation by Russel Jamieson APM People SIG Chair and Colin Tweddle HMRC
Quality Learning & Development EdxcareAyan Banerji
油
This document provides information about Quality Learning & Development, a training and development company. It introduces the company and its team of experienced professionals. It explains the types of people development solutions it provides, including personal effectiveness, team effectiveness, and leadership effectiveness training. Examples of typical training modules are listed. The company's track record of training large corporate clients across various industries is described. Finally, the document outlines the company's approach to ensuring high-quality, effective training and developing long-term learning in clients.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
The document discusses the future of project management and the skills needed for project managers. It notes that the profession is growing and evolving beyond traditional PMP certification. Future project managers will need strong leadership, business management, and people skills to take on more strategic executive roles. They will need to focus on both short-term career pathing and long-term education and skills development to adapt to changing business needs and become effective leaders.
3 Conversations For Designing a Self-Sustaining Talent Management Process David Lipsky, PhD
油
This document provides guidance on designing a self-sustaining talent management process. It emphasizes focusing conversations around why an organization exists, what its strategy is, and how it will execute its process. Sample frameworks, templates, and processes are presented to link leadership competencies to organizational goals and ensure a continuous supply of talent through succession planning and development. The goal is to create an integrated, flexible process that leads organizational growth while maintaining excellence.
Changing the Game in Graduate Development Nathan Clark
油
The document discusses ways to improve graduate development programs. It suggests refocusing the traditional 70/20/10 model, where 70% of learning is on-the-job, 20% is formal training, and 10% is social learning. The presentation advocates increasing on-the-job learning and involvement of managers to support development. It also discusses using principles of gaming and engagement dynamics to better engage graduates and measure return on investment. Examples of success and areas for improvement are provided.
The document discusses ways to improve graduate development programs. It suggests refocusing the traditional 70/20/10 model, where 70% of learning is on-the-job, 20% is formal training, and 10% is social learning. The presentation advocates increasing on-the-job learning and involvement of managers to support development. It also addresses engaging graduates by incorporating principles from gaming to measure participation and progress. Data-driven measurement of return on investment in graduate programs is another key topic.
The document discusses mentoring and provides details about mentoring programs. It defines mentoring as a process where successful individuals help others establish goals and develop skills. The document outlines why mentoring is important, what mentoring is and isn't, who can serve as mentors and mentees, how a mentoring relationship works, potential benefits, core skills involved, and resources for mentoring programs and materials.
in this upcoming July webinar we will be taking a more in-depth look at the practical tools to Optimizing Board Performance. How do you market your board opportunities and select candidates that will believe in, and further, the mission of your organization? Once they are onboard, how do you keep board members engaged and retain them for the long term? What practices can help you optimize the performance of your board? This session will provide practical tools to help you:
Set new board members up for success: Provide role clarity, orientation and accountability
Engage existing board members: Provide structure and rhythms for successful board meetings, decision-making and progress
Assess the performance of your board. Board self assessment tools.
APM webinar sponsored by the Midlands branch on 4 August 2021.
Speaker: Richard Tulley
Designed for project professionals who are seeking to develop their project management career, as well as managers who want to explore the development of project managers, a project management team or even a project management community or practice.
By joining this event as project professionals can understand how you can further develop your own project management career.
Through joining as a leader, director or manager you can gain some insight towards the development of project managers, building a project management team or a project management community or practice within your business.
Richard Tulley will discuss established learning and development best practices and the foundational elements for project managers career development.
Richard will share his experience and insight from his role at Sopra Steria and its approach to developing a community of over 400 project professionals.
https://studio.youtube.com/video/5AieSMi20BQ/edit
https://www.apm.org.uk/news/developing-our-project-management-careers-webinar/
3. Social Responsibilities of Project Managers Imagine a world in which project management is as visible and recognized as other professions globally and in which project management is a unique competency in organizations. PMI Today July 2007
4. Social Responsibilities of Project Managers Why be a Professional? Characteristics of a Practitioner One who practices something, especially an occupation, profession, or technique. (The American Heritage速 Dictionary) This is an intermediate qualification . who can demonstrate an ability to manage non-complex projects or run a key control function of a large-scale project . This qualification is for any relatively experienced project manager who is looking to demonstrate their ability.
5. Social Responsibilities of Project Managers Why be a Professional? Characteristics of a Certified PMP Certification is the process through which an organization grants recognition to an individual, organization, process, service, or product that meets certain established criteria. Join PMI Qualify/Apply to take test Pass Test You are now a certified practitioner
6. Social Responsibilities of Project Managers Of, relating to, engaged in, or suitable for a profession: lawyers, doctors, and other professional people. Conforming to the standards of a profession: professional behavior. Engaging in a given activity as a source of livelihood or as a career: a professional writer. Performed by persons receiving pay: professional football. Having or showing great skill; expert: a professional repair job. Why be a Professional? Definition of a Professional
8. Social Responsibilities of Project Managers Whats In It For Me?? Manager vs Leader M - My A - Actions N - Never A - Actually G - Generates E Enthusiastic R - Response
9. Social Responsibilities of Project Managers Whats In It For Me?? Manager vs Leader L - Likeable E - Energetic A - Attitude D - Deserving E - Everyones R - Respect
10. Social Responsibilities of Project Managers Whats In It For Me?? Professional Developmen t Complete a skills assessment Meyers Briggs HBDI Inventory Birkman Assessment 360 degree assessment Create a development plan for gaps Plan your work Work your plan Treat it like a project!
11. Social Responsibilities of Project Managers Whats In It For Me?? Personal Growth Read books to expand your soft skills Enlist a peer or significant other to be your coach and guide. Make a commitment to yourself and keep it! Personal Satisfaction Keep score in a journal or planner Record your victories Record your failures and lessons learned
12. Social Responsibilities of Project Managers Whats In It For Me?? Gain the respect of Colleagues Peers Your Management Your friends and acquaintances
13. Social Responsibilities of Project Managers What do I Need to Do? Develop YOUR Leadership Skills Build and Work a network Find a mentor Become a mentor Embrace and Promote ethical behavior Volunteer Complete professional development coursework
14. Social Responsibilities of Project Managers What Resources are available to me? Get your PMP or other certification Involvement in PMI at a chapter or component level Region 14 Conference North American Leadership Conference Membership in Rotary International Join Toastmasters