Leading a project these days is a lot more complicated than ever before, as you have to deal with so many constraints, different people’s demands and a time-scale that is often shorter than you would like.

The upheaval associated with managing and leading new projects can cause much anxiety, so here are some check-points that should enable you to run your projects more smoothly:

1) Set Clear Objectives: Understanding exactly and specifically what you are trying to achieve is vital if the project is to be clear and precisely-driven. Simply saying “Improve Communications Between Remote Team Members” is not good enough. You need to specify what results you will see at the end of the project.

2) Gather Resources: Identifying the needs of stakeholders and bringing together the resources required to achieve the goals of those people is paramount to achieve the results you are looking for.

3) Organise the Project: Each person needs to be clear on what their role is, and building commitment from each project participant is vital to ensure success.

4) Project Member Ownership: Encouraging a sense of ownership in your project team will drive it forward and ensure timings are followed effectively.

5) Communications Plan: This helps you to establish links between the diverse groups of people who may be involved in the project. A good plan encourages participation and openness, and builds trust between project members and stakeholders.

6) Monitor Progress: Ensure everyone is clearly aware of deadlines and budgets. Be clear on what the process will be if they meet difficulties along the way. And as project leader, make sure you keep driving the project forward with timely and effective meetings to update on progress.

7) Keep the End in Mind: Keep an eye on the big picture, spot difficulties as they arise and manage the changes that the project will inevitably produce.

This short checklist should give you the confidence to drive the project forward effectively and get the end results that you had originally planned for.

Many thanks

Nick Hill

Training Director

MTD Management Training Course

(Image by David Castillo Dominici)

Click below for a:
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So…the secret is out. According to the Chartered Management Institute (CMI), almost half of managers believe their own bosses are ineffective.

Of course, it depends on who you ask and what their current state is, but the UK survey of 4,500 managers showed that 43% described their own line manager as ineffective.

And what of the other 57%? Managers in high-performing organisations were more likely to praise their boss, as their firms spent more on management and leadership development.

Well, what a surprise! The CMI said too few employers were investing enough in management and leadership. As I’ve said time and time again, training and personnel development nearly always take a back seat when it comes to leadership investment.

Listen to the words of acting chief executive Christopher Kinsella: “This report contains good and bad news for UK managers. The bad news is that a culture of bad management continues to damage UK plc. But the good news is that those organisations who have got things right stand a much greater chance of being a high-performing organisation.

“It’s within an organisation’s own power to make that change. By investing in management and leadership development wisely, you can make a real, measurable difference.”

Gary Browning, chief executive of HR service group Penna, which helped with the report, said: “The research shows us that having an effective manager means employees get more effective development and feel more positive about their ability to manage their own careers.”

What’s the message for us here? Growth and development will always be a great motivator, and if you don’t deal with this ‘motivator’, then the ‘satisfiers’ (as Hertzberg puts it) will come back and bite very hard. For real, measurable differences, a proper leadership plan should be enacted. Without one, you will join the masses of ‘quiet desperation’.

Many thanks

Mark Williams

Head of Training

MTD Management Training Course
Click below for a:
Free email course “Improve your Management Skills”

We all know that planning is essential in order to achieve overall organisational and departmental goals, but many plans I see when dealing with management development are, quite frankly, not worth the cigarette packet they are written on.

So how do you make sure that, not only are your plans logical and well-defined, but also motivating and integral to the results you are trying to achieve?

Here are some strategic guidelines that will help you achieve those end goals that will make your planning effective and results-oriented:

1) Identify the overall objective. What exactly are you trying to achieve? What’s the end goal? Manage your goals like you would your sat nav; that is, set the overall destination first.

2) Carry out a SWOT analysis. Analyse the environment you will be working in, consider the strengths and weaknesses surrounding the project, identify the opportunities and threats and work on the resources that you have available to you.

3) Consider the strategies to achieve the end goals. The strategy should serve to complete the big picture by considering the opportunities that exist within the company. Think of the strategy as being the route that the sat nav comes up with.

4) Implement strategies properly. Evaluate and control people’s performances to achieve the goals. Communicate what needs to be done effectively and efficiently so that everyone is singing from the same song sheet.

5) Evaluate the results you have achieved. Are the results what you expected? What adjustments, if any, should be made for future projects?

Remember that your competitors will be working on new products, technological advancements will make current production processes obsolete, changing consumer trends will reduce demands for certain products and services, while building demand for others. So when you identify these ongoing changes, you will be able to make the necessary plans for changes in all areas of the business.

Many thanks

Mark Williams

Head of Training

MTD Management Training Course
Click below for a:
Free email course “Improve your Management Skills”

Most of our communication is habitual. That means, we don’t have to think (and so don’t!) when we converse with another person. The conversation just flows and is often forgotten the moment we move away.

By not being aware of the effect our words may have on the other person, we often say things we don’t mean or regret later. When communicating, we need to be aware of what meaning they may get from what we say.

Negative trigger words may be used without us even realising it. These may not appear negative on the face of it, but may elicit a negative response from the other person. Here are some examples:

1) General statements purporting to be specifics. It’s the language of absolutes. Words like ‘Always, Never, Constantly’. They are words that offer no exceptions to the situation, and can create defensiveness in the other person.

Expressions like: “You always make mistakes like that”, “You never turn up on time” and “You constantly interrupt when I’m talking” are universals that apply to every situation. But, of course, they aren’t really absolutes. The other person may well counter to defend themselves. These trigger words force them onto the attack.

2) Words like ‘should, must and need to’. Used in the wrong context, they can appear to be ordering others around.

“You should do this right now”, “You must try better next time” and “You need to find a better way of doing that” are all examples of triggers that could cause people to defend against them.

3) Words like ‘can’t, won’t, don’t’. When heard as a request to someone’s enquiry, they can trigger negative responses by some. Having the more positive frame of mind will dismiss these negative words and drive the conversation forward instead of finding reasons why things won’t happen.

4) Words like ‘try, maybe, perhaps’ communicate doubt, uncertainty and lack of commitment. As Yoda said, “There is no ‘try’, only ‘do’”.

Instead of using these terms that can create negative reactions in people, build their confidence by working through the conversation focusing on what can actually be accomplished, rather than concentrating on what cannot be done. Negative trigger words will often build up resentment and, at the very least, create resistance to forward positive direction in the conversation.

Being aware of these triggers is the first stage of becoming consciously aware of our communications with others, rather than doing everything by habit.

Thanks again

Nick Hill

Training Director

MTD Management Training Course

(Image by Stuart Miles)

Click below for a:
Free email course “Improve your Management Skills”

You know the feeling; a comment from another person makes your eyebrows rise, your mouth open wide and a sharp intake of breath taken in. They’ve made a comment that can only be described as being in ‘poor taste’.

What do we actually mean by that statement? Well, naturally, it’s a matter of opinion as to what constitutes ‘poor’ taste, though it is commonly thought that anything that could be considered risque or possibly likely to offend (even if that person is deemed sensitive) can be designated as being ‘poor’ communication.

You may think you’re just being humorous, but the other person might well feel you have taken a step too far. Here are four areas that it would be good to avoid if you are serious about conversing in ‘good’ taste.

1) Sarcasm. This is different from being witty. Wit is a clever remark that everyone thinks is funny, even if it just raises a smile. Sarcasm is a biting remark said in so-called jest that people more often take personally as a ‘put-down’. Complaining that the other person is being ‘sensitive’ or taking something ‘too personally’ doesn’t negate the sting. Instead, it shows the speaker is the insensitive one and lacks the emotional intelligence to know when they are offending and when they aren’t.

2) Ridicule. This is kidding that goes that one step too far. It makes people feel they are being laughed at, and being the butt of jokes. This can affect their self-esteem and their self-worth. Think of what your intent is in saying those things to another. Is it to motivate, up-build or encourage? Or is it to have a laugh at their expense?

3) Being off-colour. This isn’t funny, can often offend and has no place in the working environment. Just think: If you were the subject of such comments (be they based on colour, religion, sexual orientation, ethnicity, etc) how would you be feeling?

4) Trying to be the comedian. The harder some people try to be funny, the more irritating it gets. When humour is forced it tends to lose its impact. Instead, think about finding the humorous side in real, everyday occurrences. A quick, witty remark that is genuinely funny and not hurtful against anyone often raises people’s spirits genuinely, rather than being forced.

Think how you would feel if you were on the receiving end of any ‘poor taste’ remarks. Be aware of the sensitivities of others’ feelings. Think before opening your mouth. That way, you don’t run the risk of even mistakenly offending others.

Many thanks

Mark Williams

Head of Training

MTD Management Training Course

(Image by Digital Art)

Click below for a:
Free email course “Improve your Management Skills”