Monthly Archives

April 2015

Cultivating Your Personal Brand

By | Community, Culture, Leadership

Every few years, a new business, professional, or social term comes along that sounds a little bit… fabricated. In this vein, the phrase “Personal Brand” started appearing everywhere. The more I learned about it, the more it seemed to be the 21st century equivalent of someone’s “reputation”; in some ways it is.

Like most new terms, this one had a twist. In the 20th century and prior, a person’s reputation tended to be a result of things they did or said – a general perception of who they were in person. At times it was also based on something written and transferrable, but documents were limited in their reach.

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Learning about Loyalty

By | Collaboration, Culture, Interview Process

In a former job, I spent time with a senior-level partner who had just returned from a leadership conference in China. I recall how intrigued he was that a large portion of the event was spent discussing the ‘new generation’, the millennials, entering the workforce. The discussion focused on how millennials, regardless of the required constant feedback and praise, would hop to the next big thing without hesitation.I was taken aback at how easily companies were willing to accept that their best and brightest would only stick around for a short period before expecting them to be poached by another company (on average millennials are expected to change jobs every five years).

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Why Great Teams Sometimes Fail: Project Management vs. Delivery Management – Part 2

By | Communication, Leadership, Project Management

In part one of our series, we discussed the challenge of shifting leadership focus from “project management” to “delivery management”. In particular, we highlighted the importance of Leadership, Ownership, and Understanding of Delivery to make the transition. In this post we’ll explore the Activities and Communication required around delivery management.

Due to project complexity and the extensive interactions of large matrix teams, many projects don’t successfully identify all activities that need to be completed. A delivery management approach focuses on a careful examination of requirements and design to keep last minute discoveries from completely derailing a project timeline.

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