manager Archives

Don’t Misread the Millennials…Or A Coping Strategy for Managers

The impact of this upbringing is now manifesting itself in the workplace, as more buttoned down Generation Xers or younger Boomers are dealing with a wave of people that seemingly don't have the work ethic and willingness to pay dues that allegedly we all must bring to our professional lives. Looked at through the eyes of those that are not so far away in age, but miles away in work philosophy, it's easy to start applying labels like lazy and spoiled. However, before we indict this group of leaders that the demographic numbers indicate that we surely will hand over the reins of power to, it's important to try and understand what makes them tick.

By Art Petty|2016-10-22T17:12:24-05:00June 4th, 2008|Uncategorized|1 Comment

Bad Bosses, A Walk with Dante and Your Leadership Legacy

Ask a room full of mid-level managers to talk about great leaders that have supported them and you get a few nice stories. Ask them for examples of bad leaders and bad leadership practices and you may have to run for high-ground as the trickle of mildly repressed memories turns into a torrent of frightening anecdotes described by individuals with a far-away look in their eyes and a tone tinged with revenge in their voices.

By Art Petty|2016-10-22T17:12:24-05:00May 21st, 2008|Leadership|0 Comments

In Search of the High Performance Project Team

If the informal survey results above are even remotely close to reality, many/most people have not had the experience to participate on a high performance project team. While successfully managing projects is a tough task, I do not believe that we are dealing with a degree of impossibility. If project success is critical to your organization's advancement, everyone from the CEO on down has a vested interest in ensuring that greater than 10% of the project teams take on the characteristics of a high-performance environment.

By Art Petty|2016-10-22T17:12:24-05:00May 18th, 2008|Leadership, Project Management|0 Comments

How Healthy is Your Leadership Culture? Rate It Yourself and See or, “Rate it and Weep”

Chances are if you are like most of the business professionals that take the 10 question Leadership Culture Index below, your organization can use some improvement. A lot of improvement.

By Art Petty|2016-10-22T17:12:25-05:00May 17th, 2008|Leadership|0 Comments

Planning to Recognize Failure-The Project Manager’s Guide to Preventing Project Calamity

Every Project Manager with a few years of experience under his or her belt can likely recall at least one example of a major project that lived on long after the plug should have been pulled and the project canceled. The best (or worst) examples are the ego-driven initiatives of top executives that can't let go for fear of losing face by admitting defeat. More than a few organizations have been taken to or pushed over the edge by these self-anointed visionaries bent on changing their corporate world with some grand project. Once invested, they cannot let go, and if left unchecked, the results can be nothing short of disastrous for the organization.

By Art Petty|2016-10-22T17:12:25-05:00May 4th, 2008|Leadership, Project Management|0 Comments

Too Many Projects Chasing Too Few Resources in the Strategy-Starved Organization

Saying "No" to new projects and "No More" to projects in process are difficult for the best of firms and impossible for organizations without a clear strategy and the supporting processes. The participants in strategy-starved organizations have no context for decision-making and unless that context is created, are destined to founder and likely sink while the crew focuses on constantly rearranging the deck chairs. Armed with the context of strategy, project portfolio management is still a difficult task requiring unceasing commitment from the executives and constant vigilance at the project management level. If you are currently running around with a deckchair in your hands, it's time for you to look at the captain and officers and start asking the strategic questions.

By Art Petty|2016-10-22T17:12:26-05:00April 27th, 2008|Project Management, Strategy|0 Comments

Want to Improve Your Business? Fire the People Holding You Back.

Why is it that so many managers struggle with the issue of firing the employees that justifiably require firing? I've watched as brilliant business owners and otherwise accomplished leaders have agonized over this issue, unable to take the final step, while knowing all the while that it has to be done

By Art Petty|2016-10-22T17:12:26-05:00April 25th, 2008|Leadership|4 Comments

Product Manager does not Mean Product Emperor (and other helpful suggestions for success as a Product Manager)

t's long been my opinion that the Product Manager has one of the tougher jobs in an organization (see my post: In Support of the Product Manager as MVP). This position is one of those "all of the responsibility with none of the power" roles that grind up and spit out mere mortals with alarming frequency. There are a number of common mistakes that I've observed both new and experienced Product Managers make, that if understood and avoided, might increase the survival and success rate of this endangered species. In no particular order, these common mistakes and hopefully, helpful hints, include:

By Art Petty|2016-10-22T17:12:26-05:00April 24th, 2008|Product Management|0 Comments

Teammate Yesterday, Manager Today

ndoubtedly, one of the most difficult and awkward professional transitions is the jump from team member to team manager. The people that you've worked with side by side, joked with and shared lunch with are no longer your peers, they are your employees, and for good or bad, your relationship with them will never be the same. If you are truly interested in developing as a leader, this awkward situation is an outstanding rite of passage, complete with some hardcore lessons on what it takes for you to build credibility, motivate, direct, support and lead others.

By Art Petty|2016-10-22T17:12:26-05:00April 22nd, 2008|Leadership|0 Comments

Why Strategy is the Leader’s Most Potent Tool

Leading is more than just being the person in charge. It's about selecting and developing talent, providing direction and motivation, creating the effective working environment and providing consistent and timely feedback on performance. The "direction and motivation" component comes directly from the leader's understanding of the firm's strategic environment (market forces, competitors, customers) as well as the direction and strategies (goals/actions) that have been selected by an organization's management. Strategy is context that gives meaning and purpose to individual roles and group activities and goals.

By Art Petty|2016-10-22T17:12:26-05:00April 15th, 2008|Leadership, Strategy|5 Comments

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