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Unemployed Agilists: Review the Hype Cycle & Your Agility to Help You Manage Future Job Changes, Part 4

Johanna Rothman

I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) it looks remarkably like the Satir Change Model. We can't get something for nothing, and agility requires that managers change the culture. Insert maniacal laughter here.)

Agile 96
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Front-Line To C-Suite | Inside The Heart and Mind of Former Disney COO and Experience Steward Jim MacPhee

Consulting Matters

Today, I'm chatting with one of my favorite executives of all time, Jim MacPhee, recently retired Chief Operating Officer and self-proclaimed Experience Steward for Walt Disney World Parks and Resorts. It's hard to stay encouraged in our short-term profit-obsessed world that these unicorn executives exist. But they do.

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Middle Management Guideline: Only Plan for as Long As Your Management Can Commit

Johanna Rothman

Sherry, a middle manager in a relatively small organization, said, “We can’t plan for an entire quarter at a time. Our managers need to change what they want more often than that. But I'd like to plan for a quarter at a time and I really don't want to ask people to multitask. What do I do?” ” I shrugged.

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9 Tips Project Teams Can Use to Keep Busy Stakeholders Engaged

PM Alliance

Does it seem like project stakeholders routinely ignore messages coming from your team? They don’t, of course, but it’s easy to see why people don’t read every e-mail or respond promptly to new messages. 2 – Lean into links. The volume of communications flowing through businesses today can be overwhelming.

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How to Go From Conflict to Collaboration, Part 2

Nash Consulting

Picture this: a team meeting, two members start arguing, tensions running high, and the air so thick with awkwardness you could practically spread it on toast, all of which we had courtside seats to. But not this time. It’s like being a Jedi of problem-solving but with fewer lightsabers and more emotional intelligence.

How To 52
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Do you need to influence someone? Get on the same page

The Management Centre

If you want to have a good relationship with your colleagues, managers and leaders at work, the best thing to do is to perform your job well. But there will be times when you need to actively influence someone – to get help or resources, to get buy-in for your ideas, or to raise a particularly difficult problem. Wants time to think.

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The Risks of Having Too Many Project Resources

PM Alliance

Too few people to handle critical tasks, too little money to deal with the unexpected bumps and challenges that sometimes come along, and not enough time to get everything done. It does, and it presents some key risks your team needs to understand and manage. Too much time. Does such a thing even exist?