Team norms are basically relationship guidelines that develop gradually. Team members develop particular ways of interacting with each other over time until those habits become behavioral expectations.
Accomplished project managers understand that it’s not always smart to play it safe. Most people with project management experience are familiar with Cobb’s Paradox.
You’ve gathered input and heard people out, and then made the ultimate decision – but now you’ve got a team of unhappy staff members who wish it had gone a different way.
One of the most frustrating things for managers is to discover a team is focused on the wrong things.
Lately. I’ve been doing a lot of seminars for prospective career changers, and I always ask the audience how many people are using LinkedIn to communicate directly with contacts in their new industries.
On my first post on the Team Leadership blog, I mentioned that one of the ten things effective teams have in common is norms. A few weeks ago, Wired magazine ran a write up of a study recently published in …
It seems there’s always one in the crowd. You know who I’m talking about. The glass half empty person who couldn’t find some good news if it was plastered on their face.
Managing projects, both large and small, can be a challenge. Coordinating tasks, managing scope, monitoring resources, scheduling deliverables, and keeping everyone in the loop all require lots of juggling to be successful.
Personal branding sounds like a very 21st century concept, but it was actually born in 1997, when management guru Tom Peters wrote about “the brand called you.”
Technology blogger Robert Scoble recently sat down with Scott Cook to pick his brain on entrepreneurship in the age of the Internet and how Intuit fosters an entrepreneurial spirit within the organization.