Develop Charisma and Become More Likable
My point is that both of these performers were talking about the same thing the admiration and reverence they believed they deserved from their peers. Respect in the PMI Code of Ethics and Professional Conduct centers not only on the respect we may deserve as project managers, but also on the respect that others are due through their work and contributions to our projects. Respect in project management is also aimed at our respect for the environment we operate within.
Unfortunately, the use of computers has enabled inexperienced planners to produce impressive outputs which are frequently utterly useless. Precisely because the computing industry has created an aura of awe and admiration around itself, anyone who familiarizes himself with the right jargon can give an impression of considerable knowledge - for a time at least.
For some, the ego can cause a paralysis, inhibiting their quest for growth and opportunity. Here is another paradox Often the person who insists on attention is the one least likely to receive the type or amount of attention desired. An overactive ego does not help win the recognition, admiration, and approval that the egotist seeks. Instead, it has a repelling effect that encourages others to want to limit their association with the egotist. Furthermore, it leads others to question the real value and substance that exist behind all the verbal arm waving.
If you are in a leadership situation for the first time, you may wonder how you can meet all of the requirements. Many people view leaders as having a special charisma, vision, and energy that is quite out of the ordinary. But leaders aren't born, they are made more often than not, they are made by their circumstances.
So, if the project manager is focused on, committed to, excited about, and capable of succeeding, the odds increase that everyone else will behave the same way. Managers of any kind are in similar positions of potential power, and there are few leverage points of as much value in most working environments. This means that if it is at all possible to cultivate the attitudes and ideas I've described so far, there is no greater place to make those investments than in leaders and managers. This isn't to say that a project manager has to be a charismatic hero figure who, with barely a shrug, can lead armies of programmers into battle (see the section The hero complex in Chapter 11). Instead, he just needs to be genuinely interested in helping his teammates' reports and be successful at it more often than not.
Sell, and to keep good relations with employees, vendors and other stakeholders, after big in-house battles in most cases. We have scarcely observed so many charismatic business leaders in the 1970s and 1980s, when the Japanese economy went relatively well. Strong leadership was not necessary, with a few exceptions. Even their successors, who, after being promoted to CEOs, look far less popular and charismatic among the general public. This is, as I understand, due to the fact that the worst period of the Japanese economy has passed, and those who had to make the breakthrough decision at the worst time are those deserving popular respect. The only exception is Atsutoshi Nishida, Toshiba. He was promoted to President in 2005 and has deployed a gallant three-year program, seemingly full of dramas. Toshiba looked a stand-still firm for a long time, but is evidently changing to a new giant company for nuclear generation and power semiconductor. Nishida aims at becoming No. 1 in producing...
Integrity is the melding of ethics and values into action. Individuals who display this quality operate off a core set of beliefs that gain admiration from others. As a leader, integrity is critical for success. It is necessary if leaders wish to obtain wholehearted support from followers.
Since the employees from both companies would be working together closely, a singular project management methodology would be required that would be acceptable to both companies. PAP had a good methodology based upon five life cycle phases. Both methodologies had advantages and disadvantages, and both were well liked by their customers.
We start with one of the early adopters, Crompton Corporation. I have great admiration for these brave souls who dare to take a new fork in the road well before it is marked and paved. With ten years invested in moving to PPM, Crompton Corporation has had enough time to evaluate the benefits from PPM, fine-tune the processes, and catalogue what to do and what not to do. Rebecca Seibert tells the insightful and revealing Crompton story in Chapter 9.1. The lessons to be learned from the Crompton Seibert experience will go a long way in providing guidance into what to do and what not to do in implementing PPM. Seibert frequently mentions the guidance provided by the writings of Cooper, Edgett, and Kleinschmidt. Fortunately, much of this source material was updated and is provided in Chapters 7.1 and 7.2 by Robert Cooper.
Inspiration never comes from superficial things (and as an aside, even superficial people require genuine inspiration). To connect with people, there must be a clear problem in the world that needs to be solved, which the team has some interest or capacity to solve. While a charismatic team leader can help, it doesn't change the quality of the ideas written down in the vision. By giving the reader a clear understanding of the opportunities that exist, and providing a solid plan for exploiting it, people who have any capacity of being inspired, will be. Although with programmers and engineers there is a tendency to draw inspiration from technological challenges, it's easy to derive those challenges from the real-world problem that the project needs to solve. Make sure that everyone understands that the project is being funded to solve the real-world problem and not just the technological one.
BCS realized it would have to change the whole nature of the project management role, and the entire structure of the organization as well, if it were to be successful in this strategy. They needed to develop professional project managers, plus a support system to maintain their abilities and careers in project management. The managerial mentality of two or three years on a project and then moving on to a functional job had to be changed to an attitude of professional pride in project management and staying in the field for the remainder of their careers. Equally important, the organizational mentality of admiring heroic rescues of projects in trouble had to be replaced with admiration for doing a competent job from the beginning and time after time. The challenge was to survive during the years it would take to evolve into a professional project management organization.
During a tour of France, the German poet Heinrich Heine and his friend visited a cathedral. As they stood in admiration before the magnificent church, the friend asked Heinrich why people couldn't build like this anymore. The poet replied, Friend, in those days people had convictions. We moderns have opinions. It takes more than opinions to build Gothic cathedrals (Sweet 1982). And it takes more than opinions to build innovative products and adaptive organizations. We need deep convictions and resolute commitment if we hope to build great products and a better workplace. We need processes and practices grounded in core values and principles.
The Power Of Charisma
You knowthere's something about you I like. I can't put my finger on it and it's not just the fact that you will download this ebook but there's something about you that makes you attractive.