Tag: Skills


Remove Causes to Solve Problems

“If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” ―  Albert Einstein


Performance problems are found wherever projects exist. There are two ways to resolve a performance problem: address its causes and address its symptoms. Effective problem-solving uses both approaches. Remove or remediate the symptoms while doing the work to address the causes.

Einstein’s advice is to think about a problem before jumping into to solve it. The solutions will be obvious as the problem is analyzed. This advice works well if you adapt the amount of time you spend thinking to the needs of the situation.


If the problem requires immediate attention, you still do better to think about it before deciding what to do and doing it. Then you can treat the symptoms with a temporary solution while you figure out what to do longer term to address the causes and conditions that gave rise to the problem.

Of course, there is the exception to every rule. If a lion is attacking you, don’t think for too long or you’ll get eaten. Fortunately, in projects we rarely encounter immediate threats. If we frequently react rather than respond thoughtfully, that’s a problem.


Everything is Caused by Something

Problem solving is on a firm foundation if you accept the systems and process thinking principle that everything is caused by something under existing conditions.

If everything results from causes and conditions, then resolve the causes and change the conditions, and the problem’s symptoms are resolved.


The symptoms are what tell us that a problem exists. For example, unhealthy conflict is a symptom, it can be addressed by separating the conflicting parties, so they don’t get into arguments. That solution removes the symptom without addressing its causes.

Symptoms are easier to remove, but the solution is temporary. On a personal level, treating the causes of anxiety or depression by taking drugs has side effects and fails to address the cause so that when the drugs wear off one either must take more or be anxious or depressed. The symptoms, or others that can be worse, return as the impact of the causes take effect.


Sometimes the cure is worse than the disease. In our example, separating conflicting parties stops the conflicts. But if skillfully exploring differences would add value in planning, design, or making other decisions, removing the symptoms not only makes decision making less effective but it perpetuates the problem of unhealthy conflict management.

Causes are more difficult to remove than symptoms. They take much more time, sometimes years, and patient effort to change systemic factors and old habits.  But once the causes are addressed the problem can be permanently resolved. Of course, the solution might generate future problems. So be ready to refine any solution.


Example: Estimating

In projects, problems that effect performance include inaccurate estimating, unnecessary unhealthy conflict, perpetual performance shortfalls, high turnover of the most valuable staff, and poor decision making.

To address them all is beyond the scope of this article, so we will use the problem of inaccurate estimating as a prime example.




The practice of padding (unjustifiably adding time or costs) to an estimate solves the problem of underestimating a single project’s costs and duration but undermines best practices and leads to distrust in the effectiveness of the estimators. It perpetuates padding.

With or without padding, continuous estimate adjustments throughout the life of a project gives stakeholders a continuously truer sense of cost and duration. Though, again, there may be distrust in the estimating process, particularly if the adjustments are too frequent and the result is far off from the original estimate. There is perpetual uncertainty.


The solution to the problem of chronic inaccurate estimating is found by exploring its causes and doing something about them. For example, causes may be the absence of historical project data that can be used in future estimating, unskilled estimators, fear of giving a realistic estimate that would displease clients or other powerful stakeholders, etc.

Note that, conceptually, the solution is the same for all performance problems – courageously and objectively look to the system (the organizational setting) and the mindset of the stakeholders in it. Be ready to eliminate the causes you find and at the same time apply temporary fixes to minimize the symptoms project by project.


Old Habits are Hard to break: Manage the Process

Solving chronic project management and performance problems through cause removal is a critical part of process and quality management.

Tactics like padding estimates to address inaccurate estimates become habits. Over time they get so ingrained in everyday activity that they become accepted normal behavior and after a while become part of the organization’s character..

You know that from personal experience that habits are hard to break. Changing or removing habits requires that first you recognize and acknowledge them. Then you can identify the ones that get in the way of improved performance, decide what (if anything) to do about them and do it.


Knowing that every outcome is caused by a process, a chain of causes and effects under conditions, processes like estimating, conflict, and quality management can be analyzed to enable assessment and the discovery of the causes of current or potential problem causes. Once causes are discovered you can decide what to do. You can live with things as they are, keep applying band-aid symptom removal solutions, or change the process to address the causes. If you choose to address the causes, you may find the need for anything from minor tweaks to cultural transformation. Bring cost, benefits, and risk assessment into play to decide what to do and when to do it.


The bottom line is to recognize that problems are natural parts of life. And the best way to work through them is to:

  • Step back, accept, describe, and think about the problem,
  • Weave a solution from options to let the problem persist, apply symptom removal, and cause removal solutions to address immediate symptoms and long-term effects,
  • Assess and refine, as needed.


Stepping back and accepting is often the most difficult part of solving performance problems. It takes objectivity and courage, remembering that ignoring problems will not make them go away and that limiting solutions to symptom removal will perpetuate the problem.


Best of: Top 10 Ideal Management Strategies for Project Manager

Organizations around the world carry out projects that are purposeful to their causes and ultimately provide them a means to accomplish their objectives.


However, one of the biggest challenges considered to carry out successful projects is to make sure that they are completed on schedule, remain within the predefined budgets, and show little to no disparity between the actual and calculated quality of work. Therefore, projects are an extensive undertaking, and the one managing all the responsibility is none other than an assigned project manager. Things can get pretty stressful at times, to say the least.

According to a study posted on Workamajig.com, only 58% of organizations fully grasp the value of project management, whereas 93% of them utilize standard project management practices. Hence, there is no doubt that there is a need to help project managers formulate strategies that they can implement to accomplish their goals and targets successfully. In this post, we offer you some of the best ways through which a project manager can ensure triumph over all odds while responding to their duties. So let’s take a quick look at each one of them:


Best Strategies to Manage your Projects

·       Always Choose the Right Resource

There is a great deal of emphasis made by several project managers that failure to choose the right resource can affect not only your overall productivity but can also dampen the quality of work that you produce. Choosing the right resource over here means the best option for each particular task or sub-task that allows you to deliver sub-goals and main objectives in less time, cost, and better quality. Evaluate your options and pick the ones that reduce your time taken to complete the task, is less expensive, and delivers the standard of work that is above your desired expectations.


·       Celebrate Incremental Achievements

Motivating your team members and keeping them high spirited through the project is highly important. At times you will find many milestones lying ahead of you in a project before it reaches its completion. Identification of these milestones is important, and this is where the project manager needs to do their part. However, once a milestone is achieved, you need to make sure that there is some sort of celebration. This will allow your team members and the workers involved to blow off some steam as well as rejuvenate themselves as well. Projects can be long and tedious, positive reinforcements in between keep your team enthusiastic and passionate to reach the end goal.


·       Finalize Everything on Paper

Without a proper plan or study of what kind of journey you’re going to embark on, there is no need to make efforts. First and foremost, you need to point out all the necessary details and get them in writing. This will allow you to keep a record for safekeeping as well as your line of reference before the initiation of the project. Having things jotted down also offers you a solid position to look back on so that if you find yourself currently deviating from the actual pathway, you can redirect yourselves and your team to the correct track of things.


·       Determine Methodologies

Popular methodologies for project management include Agile, Lean, Kanban, Scrum, Six Sigma, and Waterfall. Each methodology focuses on different aspects of a project, undertakings, and apply various approaches to get things done in an orderly manner. Each methodology also offers quite an extensive list of mechanism which needs more time and space to discuss in detail. They all require a separate discussion in their own right, to say the least. Plus, you can also find a lot of material online to increase your pool of knowledge about them.




Define Roles

There is a reason why we are asking you to perform this seemingly mundane task. First of all, defining roles is adamant to keeping your staff in-line with their duties. They need to be held accountable and responsible for the different tasks they have been assigned under your leadership. Plus, defining roles also helps you set the hierarchy and the line of command for your teams. This means irrelevant communications and wastage of time in being idol can be avoided. Roles should be clearly defined so that they relay important information for every member and worker who is taking part in the project.


·       Keep Track of Milestones

Tracking milestones are essential as you need to validate how far you and your team have come since the beginning of the project. It can also offer you reassurance if you are following the right track and keeping up with the predefined schedule for the project’s sub-tasks and main tasks. Lastly, it can also help you to increase the intensity of your efforts if you find yourself lagging behind. Thus you will know when to work hard and when to give your team a bit of refreshment so that they can recharge their energies—knowing the difference between the two matters a lot since it can help you keep things functioning in proper order.


·       Monitoring & Controlling Operations

If you need to measure your team’s performance, then you need to create a yardstick to which you can compare their efforts. Monitoring and controlling your team’s input and output allows you to understand your day-to-day operations’ various strengths and weaknesses. There are several ways you can do this. Like for example, you can have a benchmark analysis or set strict standards that your team needs to abide by under all circumstances.


·       Project Budget vs Project Scope

The project budget allows you to cater to your financial needs and requirements for completing the project. In contrast, the project scope defines the parameters and boundaries for you and your team who have undertaken the project. This can include various tasks that need to be completed. Combine the two, and you get a comparative analysis or a liner graph on which you can study how your team is performing. Not only do you have to keep in line with the predefined budget, but also make sure that your initially planned project’s scope remains unharmed.


·       Stakeholder Expectations

The ones who provide you with the duty to complete the project often have something huge at stake. These stakeholders have certain expectations. You must know these anticipated values. However, if you take the directions from your stakeholders to manage your project, make sure they are extensive and detailed. The more information you have, the less disparity will be there at the end when the project is completed. If you follow this approach, you need to make sure that you gratify every stakeholder’s expectations; otherwise, you might not receive that pat on the back you were expecting from them.


·       Utilize Analysis and Evaluations

Lastly, there are several ways to analyze and evaluate your performance for a project. Analysis can include risk, financial, and PERT, to name a few. For your evaluations, you can apply the Internal Rate of Return, Net Present Value, Payback Method, and Profitability Index apart from various other techniques.



Managing projects are not an easy task, and that is why not every gifted manager can be requested to become a project manager. There is, at times, a lot of financial investment and risk involved in projects, which is why you need a very mature person who has shown a brilliant track record in the past, to be asked to undertake this huge responsibility. Stakeholders are impossible to deal with if the project does not deliver according to their anticipations and fails to gratify their requirements. We hope this post was able to offer you enough strategies to go all out and make your projects successful.


Published on: June 17, 2020

Authentic and Vulnerable Leadership: Ways to Put it into Practice Today

“Authentic”, “vulnerable”, “empathic”, “emotionally intelligent”… these are positive attributes often sought in leaders and cited as essential elements of effective leadership in the contemporary work environment. But how deeply are these concepts really understood, and how can they genuinely be expressed day-to-day?

But first… What does authentic and vulnerable leadership really mean?

To answer that question, we must first define What is a leader? A leader can be defined as anyone who takes responsibility for finding the potential in people and processes and who has the courage to develop that potential. Leadership is not necessarily based on a position you hold or authority you are given. It’s not something you are, it’s something you do and should be seen as a shared relationship between yourself and those you lead.

To become vulnerable and authentic as a leader, you must understand what armor you wear, and disarm yourself. ‘Armor’ can look like many different things such as being withdrawn/withholding information, seeking to please and appease or trying to gain power over others using tactics such as shame. None of these approaches will have positive outcomes on the wellbeing of your team or activities, so it’s essential that you understand any such biases, assumptions and behaviors that may be limiting your effectiveness as a leader.

You may also need to shift your understanding of vulnerability. Which is not, as it may commonly be thought of as, a weakness. It is showing up with an open heart and mind so that you can act in the best interests of your team and the work at hand.

Putting it into practice: Ways to communicate with vulnerability and integrity

Leadership is never put to the test more than when challenges arise among projects or teams and difficult conversations must be had. Rather than negative challenges, however, you can see these as ideal opportunities to practice your authenticity and vulnerability as a leader and explore the positive effects these qualities can have on desired outcomes.

Here are four practical steps you can use to prepare and approach a difficult conversation with vulnerability and authenticity:

  1. Prepare yourself
  • Understand the history and current circumstances
    • Who is involved/impacted?
    • Have you been part of the problem?
    • What would an ideal outcome be?
  • Think broadly about a resolution: how might this look for this particular person/situation?
  • What are options are available to achieve this?
  • What positive benefits can you foresee?
  • What support will be required now and in the future to achieve lasting change?


  1. Prepare your message
  • What do you really want to communicate?
  • What’s your opening statement?
  • How might they respond?
  • If they won’t acknowledge your feedback, what will you do next? Might you tell them what you intend to do and why it’s important for the greater goals of the team/work?
  • General conversation tips:
    • Clearly deliver the facts
    • Keep calm
    • Don’t get emotional
    • Avoid aggression or blame
    • Stay objective
    • Be helpful (you have good intentions)
    • Pause and really listen to their responses.




  1. Prepare the environment
  • What information do you need to give the other party to help them prepare properly?
  • What is the best time for the conversation?
  • Where will you have the conversation? Neutral ground? Over coffee?
  • Do you/they need a third party present?
  • Most importantly, how are you going to build psychological safety?


  1. Prepare the person
  • Will you let them know in advance what the conversation is about?
  • If so, what do you need to tell them?
  • How much notice should you give them?
  • What else do you need to do or do they need to know?


With all of this preparation done, you are ready to have your dialogue. A simple framework for authentic dialogue can look like:

  • Name the issue.
  • Select a specific example that illustrates the behavior or situation you want to change.
  • Describe your emotions about this issue.
  • Clarify what is at stake.
  • Identify your contribution to this problem (as relevant).
  • Indicate your wish to resolve the issue.
  • Invite your partner to respond.

What does authentic and vulnerable leadership look like to you? How do you put it into practice as a leader?


The Power of Active Listening

“ It is only in listening that one learns.” J. Krishnamurti

Communicating is central to optimal performance. Listening is a powerful capability for success. It is the most critical part of communicating. As a project manager, or in any role, in any relationship, listening both shows respect for others and informs you, so you are better able to learn and respond effectively. Listening enables a meeting of the minds.


Hearing, Listening, and Active Listening

Listening is different from hearing. Hearing is passive. A sound is received by the ears and registers in the brain.

Listening is active. It exercises focus, self awareness, and social intelligence. It is giving attention to (“I am listening to what you are saying”), making an effort to hear (“I am listening for a signal”), or it can mean to act on what someone says (“The kids/my boss/the staff just don’t listen”). Not listening is ignoring or not making the effort to hear and understand.


In the context of relationships, leadership, and management, we have changed the meaning of to listen from “give one’s attention to a sound”[1] to give attention to the communication experience. We refer to this as active listening. active listening is not just about sound. It is paying attention to the full experience of the sounds, words being spoken (or written), tone of voice, facial expression, body language, and  “vibe” or emotional state.   Active listening involves questioning to validate understanding. And it includes listening to one’s inner voice and feelings.


Meeting of the Minds

Communication is an act of sharing. It consists of giving, listening, and understanding. It is most effective when it achieves communion – the sharing of detailed and thorough thoughts and feelings to reach a meeting of the minds – mutual; understanding. Active listening promotes mutual understanding.

Some may question whether the sharing of thoughts and, especially, feelings has a place in organizations and business relationships. This kind of sharing does not mean sharing one’s deepest feelings when that is inappropriate. But with detailed and thorough knowledge, there can be the mutual understanding that leads to better decisions and healthier relationships.

Mutual understanding transforms the state of mind of the participants. It implies that the people involved meet one another with open mindedness and the intention to understand one another’s meaning. With that kind of understanding, team members are motivated to act, to follow through on agreements, or to know that the there is disagreement.




A Scenario

I recently requested information from a colleague. I was clear that obtaining the information was important to me and he made it clear that while he was aware of that, he was not going to share it.

We had a meeting of the minds. It was an agreement to disagree.


My sense was that while he was listening to me and I to him, we were not thorough in our sharing. We had listened to one another’s words. I had listened to my feelings, and they gave me the sense that he had not shared the underlying reason for his position.

I was satisfied that my sense of a hidden agenda was not driven by my disappointment but from an interpretation of his tone and unwillingness to address his motivation. Unless he shares it, I can only guess at his thinking. While we had a meeting of the minds regarding the content, we did not meet on a deeper, more meaningful level.

You might ask, “What does meet on a more meaningful level have to do with project management and performance?” The answer is that when there is unwillingness to honestly share, relationships suffer. When relationships suffer, performance suffers.


Listening is a Challenge

“And for most of us, listening is one of the most difficult things to do. It is a great art, far greater than any other art.”  J. Krishnamurti Excerpt from What Are You Looking For?

Listening promotes healthy relationships and optimal performance. But it is a challenge. It requires the intention to actively listen, and the mindful self-awareness to know if you are paying attention or are distracted by our own thoughts and feelings; to assess your patience, and focus.

Are you busily planning what to say next or caught up in judging yourself or others? Are you verifying that the other party has understood what you meant and that you accurately understood what they meant?

For example, I have a habit interrupting others because I think I have understood their meaning before they have finished talking. Most of the time I do understand, and often they are going on and on repeating the same thing. But my interrupting is driven by impatience. It violates one of the most important parts of listening, respecting others’ need to express themselves.


Questions as a Way Of Listening

Working with my impatience (habits are hard to change), I am learning to step back and let the other party speak his piece. If I feel it is useful, I interrupt with a question. For example, “What I think you are saying is … . Do I have that right?” Questioning in this way shows that you are interested in what is being said and gives the other party an opportunity to see if you do understand and to correct or further describe their content. Questioning can also be a way of making sure the other party is paying attention and that there is successful communication.


What if the Other Party Isn’t Listening

Communication seeks mutual understanding. Listening is an individual act. When one party is not listening, communication is limited, mutual understanding is not achieved.

In the midst of conversation, there are ways to manage the situation to get the other party to listen. One way is to stop talking. It gets the other party’s attention and once you have it you can continue. Questioning is another useful way. In this context, you can say “I’d like to make sure I am being clear. Would you mind telling me what you think I’m saying?” Questioning engages the other and lets you know if they were listening and whether they ‘got’ what you were trying to get across. It transforms the conversation from a lecture to a dialogue.


Seek to Improve

In the long run there is a need for training in communication skills.

Start with yourself. Assess your skills, particularly your listening skills, and make a commitment to get them to be as sharp and effective as possible.

Then do what you can to promote effective communication in your team and other relationships. You can raise awareness by implementing a team training or engaging a coach or facilitator.


[1] Oxford Languages

Leadership Eco-Guide to Improve Organizational Performance

A widespread desire to improve organizational performance may be sated by focusing on a key set of necessary and high priority actions—imperatives. An essential focus on creating excellence in people, processes, and the working environment reaps tremendous benefits and enables executives and their organizations to achieve desired objectives. Leadership skills and environmental factors provide significant impetus towards sustainable success.


 An ecosystem is a community of interacting organisms and their physical environment. A “green ecosystem” creates an environment for consistent, predictable, and sustainable success. It eliminates “toxic” substances and provides projects with a physical and mental context that allows them to prosper. This allows management to focus on overall organizational success, not just on individual project performance. People then feel like they are constantly contributing to organizational and personal knowledge and creating growth.


Keywords:  Leadership, organizational maturity, green ecosystem, organizational learning, sustainable success, biomimicry, project management, sponsorship.

To the questions:

  • What types of leadership skills and employee competency and training are necessary to affect successful organizational transformations?
  • How does biomimicry influence the design of an organizational architecture?


Without a “green” foundation, organizations experience failures, budget and schedule overruns, lack of trust, and dissatisfied stakeholders. People leave, often because leaders do not meet their needs, and witness the “great resignation.” New generations want different work conditions. These “toxic” work environments are usually permeated by political practices that create uneasiness and frustration among all except those who wield these negative practices with power. Trust in institutions and governments is weak.


Progressively improving practices, also called organizational maturity, requires that project leaders and management reduce organizational “toxins” and create “green” organizations. “Green” in this context extends the physical, tangible thinking about project work into the nonphysical, intangible personal working relationships that affect our working environments. In this sense, in an “ecosystem” that allows good project management and complete project manager mindsets to grow, “green” is good.


An ideal situation is proactive leaders who are committed, accountable, and serious about projects they select and sponsor; they are knowledgeable, trained, and able not only to talk the talk but also to walk the walk. Such people are trustworthy in all respects. Trust is seen as earned by being competent and acting for the common good. Their values are transparent and aligned with the organization and its strategy. Such sponsors protect the team from disruptive outside influences, do not operate through fear, and back the team up when times are tough.


A key need and imperative is to support organizational learning, even at the risk of tolerating some failures. Executives at all levels set the tone for how failure and learning are perceived. Take the time to share thinking, standards, and expectations. Provide appropriate rewards, not only for successes but also for failures that led to heightened understanding about risks, things to avoid, and innovative approaches. Conduct retrospectives on all projects: what went well, lessons learned, what do differently. Tap biomimicry as a tool to learn from nature and create organic solutions to challenges. The goal is to establish higher priority for continuous learning that gets recycled into new best practices.


Compost Bin Analogy

A compost bin is an apt analogy for a green ecosystem. The compost pile offers a robust model, a model adapted to changing times and to the new millennium. It is a model of growth, of sharing, of happiness. It is a way of understanding career success in organic terms—where the accumulation of life’s (decomposed) experiences provides a broad and fertile base on which to cultivate and accumulate new and ever more valuable experiences. The pile grows ever fuller, without losing stability. It is about career growth, death, decay and rebirth. Whatever comes along in life, just put it on the pile and let it ripen.

Metaphysically speaking, people are the sum total of what people learn, what people experience, what people create. People increase in knowledge and in wisdom, taking what is given to them by the sun and giving it back to the world that is illumined and warmed, also by the sun. In the end, people can do little more than pass on the wisdom that they have accumulated. Then people also become the soil, quite literally uniting the humus of themselves to a collective wisdom. With a model such as this, progress is judged to be in what people will have become, and not in how high people will have climbed. There is purpose and value in all of life’s experiences.


People need to interpret and evaluate careers and lives according to a model, and they need to be free to choose which model to use. This is a biomimicry model by which people might use the light of the sun to photosynthesize their happiness. Create an organic approach to the implementation of all endeavors, especially those driven by projects. Learn how nature operates and seek ways to incorporate organic approaches in all endeavors. An organic organization is one where people feel they operate naturally, comfortably, and happily.




Most professionals need to take responsibility, self-manage, and continuously develop their careers. The compost pile analogy fits with reference to molecular structure as an organic depiction of a more complete project manager. Through natural, ongoing processes, scraps turn into beautiful humus… but not without some stinky in-between steps. By adding waste products such as manure (which can be thought of as a metaphor for learning from bad experiences) to the compost, the process of creating rich soil is accelerated. The output, when the soil is added back into nature’s garden, is a bountiful harvest. Similarly, people become better persons, managers, and leaders by continually expanding and growing their skills and using lessons learned.


To address the most crucial executive actions, look at the ingredients needed for success—form an organizational architecture. Outline the need for actions and focus. This resembles an ecosystem—a community of interacting organisms and their physical environment. Just as in nature, trees, flowers, and animals need a suitable ecosystem in order to develop, grow and bloom. So do projects. Dispersion of power, transparency, and mutual accountability enhance thriving organizations. High correlation of these factors leads to environmental sanity.


The natural sciences state that all objects start with their particular genetic combination which allows them to grow and prosper. It is the environment in form of light, water, air, and sustenance that hinders or supports genetically given development. So, plants that are genetically equal when they are seeded will develop differently  when exposed to different environmental circumstances. Projects are not different. Projects grow and prosper when their environment allows for it. Be cognizant that the working environment takes care of a particular set of genes (such as project type, size, geography, and number of projects as well as stakeholders’ power, interests, and relevant skills) to allow them to develop into successful endeavors. Executive management puts this “ecosystem” in place. Establish the equivalent of the right soil, water, fertilizer, and light in place so that the organization can prosper and bloom through more successful projects.


Replace thought traps—e.g., how we do things here, won’t work here—with leading practices, culled from experience. Learn how to integrate key people, team, business, technical, and organizational skills, tapping multiple disciplines. Apply reframing tools that are often as simple to apply as thinking differently. Feed imaginations by beauty, not by fear. Open doors and walk into new spaces. Align efforts with laws of life. Shift from controls to co-creating with nature. Encourage curiosity, ask and share “why”, and look for causal patterns. Be aware of vested interests and biases. Know that life is continuous change; the same is also true for organizational dynamics.


Just as our physical planet is facing existential threats, so do organizations. Much is written that socially responsible firms perform better financially than less responsible competitors. Prioritizing sustainability leads to better results. Know that concentration of power, whether politically or social, undercuts democracy. Help people gain control over their lives and work with autonomy. Leaders can set new precedents and change the norms and rules of societies so that negative human tendencies are kept in check. Elicit powerful, positive qualities that are most needed. Be a positive role model. Communicate a sense of possibility, more so than probability. Dissolve the presumption of lack; actively nurture positive proclivities. Focus on business outcomes, more so than project outputs.

It is possible to escape the constraints of evolution…by learning about our environments, imagining differences, and turning those imaginations into reality. Much as in nature where configurations of atoms are essentially infinite and lead to marvelous assemblies and products, people skills operating through individual and expanding personalities can contribute in infinite ways. While our planet may experience limits to growth, innovation does not have the same limits. Creativity needs always to be welcomed.


The imperative facing leaders in all organizations is not only to embark on a quest to manage processes such as business analysis, project, program, and portfolio management, but also to create “green ecosystems.” Continually improve environments that encourage project-based work. A meaningful goal is to eliminate people interaction pollutants and “toxic” actions that demotivate project managers and their teams. This means searching with unrelenting curiosity for leading practices. It also means, when these practices are revealed, that leaders are prepared to take action. Integrating executive leadership with new thinking, guided by an eco-guide, make the difference that leads to competitive advantages for organizations These are places where people do their best work. Wise leaders adopt, adapt, and apply these leadership imperatives.


Other Resources:

Englund, R. L., and Bucero, A. Project Sponsorship: Achieving Management Commitment for Project Success. (2nd ed.) Newtown Square, PA.: Project Management Institute, 2015.
Englund, R. L., and Bucero, A. The Complete Project Manager: Integrating People, Organizational, and Technical Skills. (2nd ed.) Oakland, Calif.: Berrett-Koehler Publishers, 2019.
Englund, R. L., and Bucero, A. The Complete Project Manager’s Toolkit, updated. https://englundpmc.com/product/toolkit/, 2019.
Englund, R. L., and Graham, R. J. Creating an Environment for Successful Projects. (3rd ed) Oakland, Calif.: Berrett-Koehler Publishers, 2019.
Lappe, F.M. EcoMind: Changing the Way We Think, to Create The World We Want. New York: Nation Books, 2011.