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PM Executive Leadership

This page list the PM Career Field Executive Leadership Competencies and related content. Most of the content in the PM CoP is organized into the four major PM competency areas (Acquisition Management, Business Management, Executive Leadership, and Technical Management) as described in detail in the PM Functional Career Field Competencies Memo dated September 6, 2016.

Grow Your Leaders Job AidThe front of this job aid describes some leadership learning and development activities. Suggested target audience/leadership levels provided below. The back of the job aid provides a suggested workflow for each activity. Each activity has a supporting worksheet for download.

Leadership & Management Article Reviews

Foundational Competencies
   Interpersonal Skills
   Integrity & Honesty
   Communicate  Effectively
   Continual Learning
   Public Service Motivation
   Technical Credibility
Building Coalitions
   Influencing & Negotiating
   Partnering
Leading Change
   Creativity & Innovation
   Vision
   Flexibility
   Resilience
Leading People
   Conflict Management
   Leveraging Diversity
   Developing Others
   Team Building
Results Driven
   Accountability
   Decisiveness
   Entrepreneurship
   Customer Service
   Problem Solving

  
  
Topic Area
  
Organization
  
  
ACC Topic
  
Summary Description
  
  
32 p886.pdf
  
EngineeringLearning MaterialPM Executive Leadership
This presentation will discuss project management from a people perspective and how people fit into a system. It will give insight into different personality types and traits, the Myer Briggs personality types, as well as how to harmoniously manage those personalities while still accomplishing the project's goals on schedule. It will cover how people are an essential tool and component of any system and must be managed first and foremost.
5/18/2017 7:45 PM
Rethinking Leadership Competencies.pdf
  
Learning MaterialPM Executive Leadership
from Executive Forum. Spring 2004
By Jay A. Conger and Douglas A. Ready
5/18/2017 7:45 PM
Defense AT L Jan Feb 05.pdf
  
Contracting; Engineering; Information Technology; Program Management; Test and EvaluationAir Force; Army; Defense Contract Management Agency; DoD; NavyLearning MaterialPM Executive Leadership
from Defense AT&L: January-February 2005
Pages 10-12
by: Owen C. Gadeken
What does it take to be a successful program manager?
The Department of Defense has a tradition of successful program management, but where does leadership fit in this picture? While much has been written about leadership, there is some question about its application to program management and the PM. (I will use PM to include program, project, and product managers.)
This article will explore the role of PM leadership as a critical link to achieving successful program outcomes.
5/18/2017 7:45 PM
Leadership and the Myers-Briggs Type Indicator.aspx
  
Learning MaterialPM Executive Leadership
Using MBTI in a Team Setting
By Pearl Young
from PM magazine March-Appril 2001
5/18/2017 7:45 PM
Changing the Way We Assess Leadership.aspx
  
Learning MaterialPM Executive Leadership
by Mary-jo Hall, PH.D.
from Acquisition Review Quarterly - Fall 1997
Defense leaders face unprecedented challenges of accelerating change in a world without a Cold War. The technology explosion is forcing reduced cycle times as acquisition leaders lead the way to "better, faster, and cheaper." Specific initiatives and reforms such as single process initiative, electrical combat/electronic data interchange (EC/EDI), cost as an independent variable, and increased emphasis on commercial specifications helped accomplish this. The challenges, however, will not go away. The acquisition community cannot meet these demands simply by implementing the reform efforts of the Colleen Preston (former Deputy Under Secretary of Defense [Acquisition Reform]) era. To ensure that cost, schedule, and performance are continually improved, change must be inextricably linked to both the "thinking" and the "doing" of the T.S. Eliot quote below. Change is required at the organizational level, the team level, and the personal level, so the acquisition community can operate effectively and efficiently within a constrained budget and with fewer people. To effect this transformation, leaders must lead differently. Einstein's insight reflects this imperative: "No problem can be solved from the same consciousness that created it; we must learn to see the world anew." Continuing to do what we have always done will only get us what we already have. Better, faster, and cheaper weapons systems, flexible management systems, and empowered integrated product teams are required to produce new results.
5/18/2017 7:45 PM
Leadership Competencies for the USSAF Acquisition Community Christopher Kinne.pdf
  
Information Technology; Program ManagementAir Force; Army; DoDLearning MaterialPM Executive Leadership
Air Command and Staff College Air UniversityA Researh Report Submitted fo the Faculty in Partial Fulfillment of the Graduation RequirementsThis paper is about leadership in the USAF acquisition community and within the USAF program offices designated with the responsibility of "acquiring quality products that satisfy user needs with measurable improvements to mission accomplishment and operational support, in a timely manner, and at a fair and reasonable price."1

The paper concludes there are four acquisition leadership competencies that should be required of system program directors in addition to the education, training, and experience standards established by DAWIA and directed by DODD 5000.52-M.. The four acquisition leadership competencies are as follows:



1. the ability to develop and articulate a vision for the program,
2. interpersonal communications skills that build trust and institutional commitment both within the program team and with other organizations,
3. the ability to build a team of subordinates, both tapping all their potential for current efforts and developing them into the next generation of leaders,
4. the willingness to assert all authority necessary; and to perform the job energetically and with a sense of urgency.
5/18/2017 7:45 PM
Acquisition Leadership RADM BD Gaddis December 2015.pdf
  
Contracting; Earned Value Management; Engineering; Program Management; Purchasing; Requirements Management; Test and EvaluationArmy; DoD; NavyLearning MaterialPM Executive Leadership
Just prior to taking the helm at PMA-265 (Hornet/Super Hornet/Growler) I feltwoefully unqualified. As I reflect back it may have been, in part, due to the idea of being a MajorProgram Manager versus the pragmatic, practical application of actually being a PMA. How do I goabout actually making things happen in such a large, seemingly byzantine organization like theDefense Department? What are the first things I need to do? How do I lead? Who's in charge? What doI look for in execution? What questions should I ask? How do I interact with disparate parts of theorganization?During my time at PMA-265 I began to write little notes to myself; observations really. Oftentimes, I would hear a witty, pithy quote that resonated with me because of its application toacquisition. As I gained more experience, and the Navy offered me additional acquisitionopportunities I expanded the notes into other areas, like engineering, logistics and T&E.  As Itransition out of the military service my hope is that this small booklet, while not exhaustive,will help a Major Program Manager bridge the gap between the idea of being a PMA to one who knowshow to get things done.First thing to know: There is no substitute for leadership. This booklet contains my thoughts aboutPMA leadership and execution. Whether you're leading a 4-ship offensive counter-air mission,getting the requirements right for the new manned or unmanned aircraft, or getting a SOCOM JUONS oncontract as quickly as possible in support of troops on the ground, you must lead. Not a day wentby that I didn't learn something about execution and leadership, whether it was at PMA-265, PMA-274Presidential Helicopters, NAVAIR Chief Engineer, Navy Warfare Center Commander, or my last 5+ yearsat PEO(T). With today's emphasis on qualifications, KLPs, months of acquisition time, coursescompleted, engineering acumen (all necessary), leadership matters the most.I was lucky to be selected as Program Manager in PMA-265. The program office came fully equippedwith the best acquisition workforce at NAVAIR. After the A-12 debacle, NAVAIR wasn't going to letSuper Hornet fail. Of those who worked for me, five were promoted to Flag rank, four became part ofthe Senior Executive Service, 18 were selected for Major Program Manager, and seven more becameDeputy Program Manager. My leadership team, and the Hornet Industry Team (HIT), made a biggerdifference on program performance than anything I did. Former Hornet PMAs like RADM Steidle, VADMLockard, VADM Dyer, VADM Wieringa, and RADM Godwin, and their HIT counterparts, were instrumentalin building a culture where success was expected; it was the norm. I learned a great deal aboutexecution just by following their lead.Unfortunately, I've been a part of failure as well. It's a humbling experience. Failure is always afertile ground for lessons learned and note taking. The failures overshadow the successes I've bothpersonally experienced, like F/A-18E/F, EA-18G, Next Generation Jammer, MIDS-LVT, AIM-9X, E-2D,NIFC-CA, and PGSS, and witnessed from a distance like the P-8, and Tomahawk programs. They aresuccessful because they execute with sound program and technology management principles from theirinception to fielding. If you look at them, with only a small amount of appreciative inquiry,you'll find what "normal acquisition" looks like.Our business is largely a human endeavor taking place in a large bureaucracy made still larger with each failure. For the PMA, your ability to successfully navigate through this bureaucracy with a fundamentally sound program will depend upon your leadership ability, experience and knowledge, and just as importantly, the expertise of your workforce. Of course, the key to better program outcomes is not in navigating through the process, but in the execution. We know how to build programs with sound management principles, but it requires your acquisition leadership to do so.While not meant to be an exhaustive account of how to be a PMA, I believe you’ll find nuggets in this booklet that will aid you in your search for success and a professionally rewarding tour as Major Program Manager. If you’re a PEO, SYSCOM Commander, Resource Sponsor, or an industry partner, you might find a useful nugget or two in here as well.
5/18/2017 7:45 PM
Critical Thinking For The Military Professional.htm
  
Air Force; ArmyLearning MaterialPM Executive Leadership
Document created: 17 June 04 Air & Space Power Chronicles
by Col W. Michael Guillot
In a previous article on Strategic leadership I described the strategic environment as volatile, uncertain, complex, and ambiguous (VUCA). Additionally, that writing introduced the concept of strategic competency.2 This article will discuss the most important essential skill for Strategic Leaders: critical thinking. It is hard to imagine a Strategic leader today who does not think critically or at least uses the concept in making decisions. Critical thinking helps the strategic leader master the challenges of the strategic environment. It helps one understand how to bring stability to a volatile world. Critical thinking leads to more certainty and confidence in an uncertain future. This skill helps simplify complex scenarios and brings clarity to the ambiguous lens. Critical thinking is the kind of mental attitude required for success in the strategic environment. In essence, critical thinking is about learning how to think and how to judge and improve the quality of thinking-yours and others.
5/18/2017 7:47 PM
Overview of Critical Thinking.htm
  
Learning MaterialPM Executive Leadership
Content: What is Thinking What is Critical Thinking What are the Major Components in Critical Thinking Requirements for Effective Critical Thinking Value of Critical Thinking Role of Language in Critical Thinking and Problem Solving Role of Logic in Critical Thinking A Critical Thinking Problem Solving Model
5/18/2017 7:47 PM
Training Critical Thinking Skills for Battle Command.pdf
  
ContractingArmy; DoDLearning MaterialPM Executive Leadership
ARI Workshop Proceedings, 5-6 December 2000, Fort Leavenworth, Kansas
Edited by Sharon L. Riedel U.S. Army Research Institute Ray A. Morath, and Timothy P. McGonigle Caliber Associates
Conducted by U.S. ARMY RESEARCH INSTITUTE FOR THE BEHAVIORAL AND SOCIAL SCIENCES
FOREWORD Critical thinking skills are essential to the effective performance of military leaders. Army XXI will be faced with a diversity of missions, faster pace, greater uncertainties, as well as changing equipment, digital capabilities, and organizational structures. All of these will place increasing demands on the planning and decision-making skills of Battle Commanders and their staff. Only through critical thinking can these leaders learn how to adjust to the novel and unpredictable situations faced on tomorrow's battlefields and to the various roles played by our Army. Despite the vital nature of critical thinking skills, our knowledge of its fundamental aspects is somewhat limited. Some fundamental issues on which there appears to be little consensus include: a definition of critical thinking; the extent to which it is possible to train leaders to think critically; how to most effectively measure critical thinking; and how to integrate critical thinking into current Army practices.
In an effort to address some of these issues, the U.S. Army Research Institute hosted the Army Workshop on Critical Thinking Skills for Battle Command at Fort Leavenworth, KS in December 2000. The purpose of this workshop was to bring together experts in critical thinking research and battle command to discuss both the latest research on critical thinking skills and how critical thinking skills relate to the Army's mission now and in the future.
This volume contains articles written by workshop participants and recommendations for future work. The participants included highly regarded researchers from academia, industry and government who described the latest research in training critical thinking skills. In addition, a number of military members provided evidence of the importance of critical thinking skills in battle command. The type of collaboration resulting from this workshop is an essential step in the development of critical thinking skills in the Army.
5/18/2017 7:47 PM
Tacit Knowledge for Military Leadership.aspx
  
Learning MaterialPM Executive Leadership
Article from the U.S. Army Research Institute Newsletter - Spring 2001.  U.S. Army Research for the Behavioral and Social Sciences  https://sslweb.hqda.pentagon.mil/ari/default.aspx
5/18/2017 7:47 PM
Defense Ethics Program-Opportunities Exist to Strengthen Safeguards for Procurement Integrity.aspx
  
Learning MaterialFoundational Competencies
This is a GAO report dated April 2005.
GAO is recommending that DOD regularly assess training andcounseling efforts to ensure that individuals covered by conflict-ofinterestand procurement integrity rules receive appropriate trainingand counseling, ensure ethics officials track and report on thestatus of alleged misconduct, and assess contractors' ethics programsto gain knowledge and mitigate risk in DOD contracting relationships.In commenting on a draft of this report, DOD agreed with tworecommendations and partially concurred with the third.
5/18/2017 7:47 PM
Ethics in Program Management.pdf
  
Contracting; Engineering; Program ManagementAir Force; DoD; NavyLearning MaterialFoundational Competencies
Dr. Owen C. GadekenDefense Acquisition Review JournalDecember 2006 - March 2007
The defense acquisition community, as well as society at large, seems to continually experience highly visible ethics scandals. The common approach to instituting ethics taken by both corporations and government organizations is to introduce a set of rules or standards of conduct to prevent or control ethical lapses by employees, but these standards often fail to adequately cover all scenarios. While individuals come to an organization with a set of values developed over time, the most influential factor affecting their ethical behavior after they arrive is the way they are led.
 
PM
5/18/2017 7:47 PM
Ethical Values Individuals and Corporations A Measure of Small Things.pdf
  
EngineeringAir Force; DoDLearning MaterialFoundational Competencies
by Dr. Jay Gouldfrom Defense Acquisition Review JournalRecent events are a reminder that when it comes to government purchases, the issue of personal and business ethics comes into question. Since ethics and char­acter education extend back to the days of Socrates and Plato, is the concept of ethics education relevant? As published in the Annals of the American Academy in 2004, the surprising answer as a result of scientific research is "yes." Despite the fact that a group of collected individuals will normally reflect individuals' self­ish impulses, when a similar group's character education is faithfully implement­ed, a critical mediating factor of emotional attachment is introduced. This article reflects how an individual or a business may act as a moral agent.
5/18/2017 7:47 PM
Searching for Honnor in Federal Acquisition.pdf
  
Contracting; Program ManagementLearning MaterialFoundational Competencies
by James Alstott and David Simonfrom Defense Acquisition Review JournalDecember 2006 - March 2007 Vol. 13 No. 2Stories of ethics failures in the public sector are frequently in the news, in spite of numerous laws and codes of conduct that define acceptable behavior. However, there is little discussion about the factors that affect ethics in public service or the acquisition arena, or what those factors should be. In 2005, the authors con­ducted Web-based surveys with two demographic groups: Certified Professional Contracts Managers and members of the Defense Acquisition University Alumni Association (DAUAA). The survey contained 35 questions covering a range of ethics-related matters such as the moral authority of rule makers, whether universal concepts exist, whether ethics change over time, and organizational influence on ethics. This article will discuss key findings as supported by statisti­cal analysis and other recognized means, followed by the questions and summary results from the DAUAA survey.
5/18/2017 7:47 PM
Activity Logs - Finding More Time in Your Day.aspx
  
ReferenceLeadership and Management Article Reviews
Activity Logs - Finding More Time in Your Day
Activity Logs can help you find how you spend your day and is the first step in understanding why you spend it that way!
Key Points:  Once you've analyzed your Activity Log, you should be able to boost your productivity by applying one of the following actions to various activities:

Eliminate or delegate jobs      that aren't part of your role, or that don't help you meet your      objectives.
Schedule your most      challenging tasks for the times of day when your energy levels are      highest. That way, your work will be of better quality, and it should take      you less time to do.
Minimize the number of      times you switch between types of task. Multitasking is not efficient.
Get your Team involved!

http://www.mindtools.com/pages/article/newHTE_03.htm
Editor’s Note:  There are many resources for the tools and techniques  presented in this series of articles.  A few examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
 
Time management skills.
5/18/2017 8:23 PM
Hartnett s Consensus-Oriented Decision-Making Model.aspx
  
ReferenceLeadership and Management Article Reviews
Developing Solutions Collectively
Hartnett's Consensus-Oriented Decision-Making Model
The CODM model was developed by psychologist, Dr. Tim Hartnett, and it was published his 2010 book "Consensus-Oriented Decision-Making."
The model uses a seven-step process. The steps are:

Framing the problem.
Having an open discussion.
Identifying underlying      concerns.
Developing proposals.
Choosing a direction.
Developing a preferred      solution.
Closing.

Getting everyone involved in the solution can go far in achieving the “buy-in” necessary for success.  Fostering an environment of open, non-judgmental discussion is key to collaboration.  This helps develop more ideas, better solutions, and better decisions.
The model is most useful for complex projects and problems, where you need to decide on the best way forward, and where the solution to your problem isn't clear. However, you can tailor it to a variety of other situations as well.
http://www.mindtools.com/pages/article/codm.htm
Editor’s Note:  There are many resources for the tools  and techniques presented in this series of articles.  A few examples  follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
Consensus approaches to developing more ideas, better solutions, and improved decisions.
5/18/2017 8:23 PM
Perfectionism - Overcoming All-or-Nothing Thinking.aspx
  
ReferenceLeadership and Management Article Reviews
Perfectionism:  Overcoming All-or-Nothing Thinking
While we all need to do high quality work, excessive perfectionism can do more harm than good. This resource provides approaches to mitigating the potential damage as well as strategies to deal with perfectionism.

Key Points
Perfectionism, in the form of "maladaptive perfectionism," can push  you to set unrealistically high goals. It can also reduce productivity  and creativity, and can lead to various health problems.
To overcome your perfectionist behaviors, start by listing everything  you do (or don't do) because of your desire for perfection.
Next, identify why you believe that each task has to be perfect, and  come up with an action that you can take to challenge this behavior.  Focus on one behavior at a time – if you try to overcome several  behaviors at once, it may leave you feeling stressed, which means that  you're far more likely to quit.
Also, set realistic goals, listen to your emotions, and don't fear mistakes.

http://www.mindtools.com/pages/article/perfectionism.htm
Editor’s Note:  There are many resources for the tools and techniques   presented in this series of articles.  A few examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
Improved thinking processes.
5/18/2017 8:23 PM
PEST Analysis.aspx
  
ReferenceLeadership and Management Article Reviews
PEST Analysis
Key Points:
PEST Analysis is a useful tool for understanding the ‘big picture’ of the environment in which you are operating, and for thinking about the opportunities and threats that lie within it. By understanding your environment, you can take advantage of the opportunities and minimize the threats.
PEST is a mnemonic standing for Political, Economic, Social and Technological. These headings are used to brainstorm the characteristics of a country or region or work environment and then draw conclusions about the forces of change operating within it.  This context can improve the results of your decision processes.
http://www.mindtools.com/pages/article/newTMC_09.htm
Editor’s Note:  There are many resources for the tools and  techniques presented in this series of articles.  A few examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
Quickly identify the characteristics of your work environment.
5/18/2017 8:23 PM
How To Manage The 5 Triggers Of Resistance To Change.aspx
  
ReferenceLeadership and Management Article Reviews
Change -- even the suggestion of change -- can trigger very undesirable responses.  In this white paper, the author addresses the followiing:
 

Resistance triggers


We know that psychologically this is all to do with people feeling loss of control and disruption. But what triggers these feelings? Over the years we have identified five main triggers for resistance.





People feel their future security could be threatened
They will be negatively impacted financially
People?s work relationships change
Changes are made to their levels of responsibility



The learning curve for the new role is too steep

More at this link:


http://www.changefirst.com/uploads/documents/How_to_manage_the_5_triggers_of_resistance_to_change.pdf
This is one of many publically accessible resources at www.changefirst.com.


 
You KNOW there will be resistance to change.  What are the triggers to resistance that you should be aware of and try to mitigate early in the change process?
5/18/2017 8:24 PM
How to select a change management methodology.pdf
  
ReferenceLeadership and Management Article Reviews
A change management
A change management methodology includes processes,tactics and tools for managing the people side of the change and to effectively transition organisationsthrough change.  This paper uses "key questions" to evaluate a potential change management methodology.



What are the 10 key questions to ask when selecting a change methodology?




1. Will it meet your business needs and is it good value for money?


2. Can it be customized to suit your specific needs?


3. Can it be easily integrated into other processes?
4. Is it straight-forward to learn?
5. Does it have a step-by-step process that is easy to follow and apply?
6. How usable are the tools and materials that support it?
7. Is accreditation available to ensure people have reached a


specific standard?
8. What is the level of on-going support from the methodology provider?

9. Can it be maintained by internal staff?



10. Is it recognized by professional bodies?
More at this link:
http://www.changefirst.com/uploads/documents/How-to-select-a-change-management-methodology.pdf
This one of many publically accessible resources at www.changefirst.com.  
 
This resource can help mitiage the inevitable resistance that accompanies organization change attempts. Reference Link: How To Select A Change Management Methodology (http://www.changefirst.com)
5/18/2017 8:24 PM
Leaders of the Revolution Changefirst Whitepaper April 2011.pdf
  
ReferenceLeadership and Management Article Reviews
This white paper gives consideration to a question that consistently is ranked as the key risk to successfully delivering change within your organisation - how do you build change leadership capability in your organisation?   The tool and techniques section and measures of success section might be of particular interest as you consider your strategy for change in your organization.

 
Part 1: 
 
Where are tomorrow's change 
leaders?



(Pg 2) Part 2: What does good change leadership really look like? 
(Pg 2)


Part 3:
    
Part 4
 : Tools and techniques for change leaders 
 
 
Part 5:
 

 

Benefits & measures of success (Pg 10)
(Pg 7)
The process - how to build change leadership capability
(Pg 4)


For more information, go to this link:
 
http://www.changefirst.com/uploads/documents/Leaders_of_the_Revolution_-_Changefirst_Whitepaper_April_2011.pdf

This is one of many publically accessible resources from ChangeFirst.  Visit www.changefirst.com for more resources.
This resource can help mitigate the invevitable resistance that accompanies organizational change attempts. Reference Link: Leaders of the Revolution - A Change Management White Paper (http://www.changefirst.com)
5/18/2017 8:24 PM
The ROI For Change Management whitepaper.pdf
  
ReferenceLeadership and Management Article Reviews
There have been a number of independent studies in the last few decades on the overall performance of projects and initiatives in organisations. But few have focused on isolating the real impact of change management on project performance. The question is: 'Does change management really work?"  While this white paper focuses on a financial return on investment, it also addresses behavioral changes as a by-product.  For your organization, a metric might be reduced cycle time for preparing supporting documentation for your program review or DAB.
More at this link:
http://www.changefirst.com/uploads/documents/The-ROI-For-Change-Management-whitepaper.pdf
This is one of many publically accsssible resources at www.changefirst.com
Being able to document a positive return on investment for, often costly, change management attempts, can help mitigate the inevitable resitance that accompanies any organizational change effort. Reference Link: The ROI For Change Management (http://www.changefirst.com)
5/18/2017 8:24 PM
Intentional Change Theory.aspx
  
ReferenceLeadership and Management Article Reviews
"Without continual growth and progress, such words as improvement, achievement, and success have no meaning." – Benjamin Franklin.
Richard Boyatzis, a professor at Case Western Reserve University, created the Intentional Change Theory (ICT) and published it in the Journal of Management Development in 2006.
The model recommends that you use the following five steps to make a lasting change:

Discover your ideal self.
Discover your real self.
Create your learning agenda.
Experiment with and practice new habits.
Get support.

You can use the framework to customize your change process to suit your own life, learning style, and environment. However, change will only happen if you build small changes into your life, practice them to build new habits, and ask for support when you need it.
Change can be very challenging and difficult.  Having the right tools can provide you the framework for success.
-----------------------------------------------
Editor’s Note:  There are many resources for the tools and techniques presented in this series of articles.  A few examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
 
Provides a framework for career-related change approaches.
5/18/2017 8:24 PM
A Leader s Mood - The Dimmer Switch for Performance.aspx
  
Learning MaterialLeadership and Management Article Reviews
In a Harvard Business Review article called Leadership That Gets Results, Daniel Goleman cites research which shows that up to 30% of a company's financial results (as measured by key business performance indicators such as revenue growth, return on sales, efficiency and profitability) are determined by the climate of the organization.
So what is the major factor that drives the climate of an organization? It's the leader: in Primal Leadership: Realizing the Power of Emotional Intelligence, Goleman states that roughly 50-70% of how employees perceive their organization's climate is attributable to the actions and behaviors of their leader. A leader creates the environment that determines people's moods at the office and their mood, in turn, affects their productivity and level of engagement.
To access this article go to:
http://www.mindtools.com/pages/article/newLDR_67.htm
Editor’s Note:  There are many resources for the tools and  techniques presented in this series of articles.  A few examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
Understand how people's perception of your mood can impact organizational effectiveness.
5/18/2017 8:24 PM
Decision Making Tools - How to Make Better Decisions.aspx
  
ReferenceLeadership and Management Article Reviews
Decision making is an essential leadership skill. If you can learn  how to make timely, well-considered decisions, then you can lead your  team to well-deserved success. If, however, you make poor decisions,  your time as a leader will be brutally short.
The 40+ techniques explained in this section help you to make the best decisions possible with the information available. These tools help you map out the likely consequences of decisions, balance different factors, and choose the best courses of action to take.
Once your are comfortable with these tools, you can provide coaching and mentoring to your subordinates as part of their own professional development.  See the URL listed following this description.
------------------------------------------------------------------------------
Editor’s Note:  There are many resources for the  tools and techniques presented in this series of articles.  A few  examples follow:
Mind Tools:
http://www.mindtools.com
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Explore and share!
Improve your decision making by sampling and using these 40+ techniques.
5/18/2017 8:24 PM
Energizing Yourself - Powering Through Your Day.aspx
  
ReferenceLeadership and Management Article Reviews
You KNOW when you don't have your "A Game".  Your energy levels are down, you tend to nod off, concentration wanders, and you frequently have to revisit decisions.  Bummer!
Most of us experience ups and downs in our energy levels. To keep yourself energized, incorporate a balance of short- and long-term strategies.

Rehydrate yourself.
Use light.
Take a walk.
Listen to music.
Eat healthier food.
Exercise regularly.
Find meaning.
Look at your schedule.

Keep in mind that several factors can cause you to have low energy. If your energy levels don't improve after a few weeks, seek advice from a health professional to check that there isn't a more serious problem.
Here is a link to get you started:
http://www.mindtools.com/pages/article/energizing-yourself.htm
__________________________________________________________
Editor’s Note: There are many resources for the tools and techniques presented in this series of articles. A few examples follow:
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Mind Tools:
http://www.mindtools.com
Explore and share!
Improved personal performance.
5/18/2017 8:24 PM
The ABC Technique - Overcoming Pessimistic Thinking.aspx
  
ReferenceLeadership and Management Article Reviews
Is your glass half full or half empty?  Or are you like the engineer who is convinced that the glass is always full -- with both air and liquid!  Perspective plays a large role in how we deal with our daily challenges.  Change is inevitable; progress is optional.  It's up to you!
The ABC Technique is an approach developed by Albert Ellis and adapted by Martin Seligman to help us think more optimistically.
The technique is based on our explanatory style. That is, how we explain difficult or stressful situations to ourselves, across dimensions of permanence, pervasiveness, and personalization. These thoughts directly impact what we believe about the event, ourselves, and the world at large.
The Technique pushes you to analyze three aspects of a situation:

Adversity.
Beliefs.
Consequences.

Whenever you encounter adversity you develop thoughts and beliefs about the situation. This, in turn, leads to consequences.
To be optimistic, you must change what you believe about yourself, and the situation, when you encounter adversity. Positive beliefs will, in turn, lead to more positive consequences, and a more positive outlook.
Here is a link to get you started:
http://www.mindtools.com/pages/article/abc.htm
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Editor’s Note: There are many resources for the tools and techniques presented in this series of articles. A few examples follow:
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Mind Tools:
http://www.mindtools.com
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Improved stress management.
5/18/2017 8:24 PM
The Power of Good Habits - Using High-Performance Habits to Achieve Significant Goals.aspx
  
ReferenceLeadership and Management Article Reviews
Most of us want to be high achievers.  You wouldn't be here if a sense of accomplishment wasn't high on your list of persnal goals.  It takes lots of practice to become proficient and to consistently achieve excellent performance.  It helps if you "practice perfectly".  Good habits need to be practiced perfectly.
Habits are powerful. They bring about change one step at a time, and they help you ensure that these changes become part of your life.
However, you're far more likely to reach your goal if you make your new habits part of your regular routine. Follow these steps to make good habits stick:

Identify what you want to achieve.
Build good habits into your routine.
Reflect on your habits.
Develop self-discipline.
Get support.

When you decide to establish new habits in your life, focus on one at a time. If you try to overhaul your entire schedule at once, you'll likely get overwhelmed and quickly revert to old behaviors.
Here is a link to get you started:
http://www.mindtools.com/pages/article/power-good-habits.htm
__________________________________________________________
Editor’s Note: There are many resources for the tools and techniques presented in this series of articles. A few examples follow:
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Mind Tools:
http://www.mindtools.com
Explore and share!
Improved performance through developing good habits.
5/18/2017 8:24 PM
Dealing With Poor Performance - Is it Lack of Ability or Low Motivation.aspx
  
ReferenceLeadership and Management Article Reviews
I can't believe I hired that guy!  This doesn't happen often, but when it does, you know that a lot of your most valuable resource -- your time -- is about to be consumed in ways that don't make you happy!  While it will still be a challenge, you can improve the chances of a successful intervention by focusing on other than the symptoms.
You need to understand the root of a performance problem before you can fully address it. Ability and motivation go together to impact performance, and the most successful performance improvement efforts combine strategies for improving each. This creates a positive environment where people feel supported to reach their performance potential; and feel valued, knowing that the organization wants to find a good fit for their abilities.
At times, your interventions may not be enough to salvage the situation. As long as you've given performance enhancement your best effort, and you've reasonably exhausted all your options, then you can feel confident that you're making the right decision if you do need to let someone go.
Before going down that route, however, try the strategies discussed here and create a great work environment for your employees – one where their abilities are used to their full potential, and where good motivational techniques are used on a regular basis.
Here is a link to get you started:
http://www.mindtools.com/pages/article/newTMM_80.htm
__________________________________________________________
Editor’s Note: There are many resources for the tools and techniques presented in this series of articles. A few examples follow:
Learn Out Loud:
http://www.learnoutloud.com/Free-Audio-Video/Self-Development
Business Balls:
http://www.businessballs.com/
Project Management Guru:
http://www.projectmanagementguru.com/index.html
Mind Tools:
http://www.mindtools.com
Explore and share!
Improved team management and performance.
5/18/2017 8:24 PM
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