February 2011 - Stress, Failure Rates, the Future of Project Management, and more

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An eJournal to help you run initiatives successfully — February 4, 2011 

THIS MONTH'S SELECTED ARTICLES

 

 

Stress, It Adds Opportunity to the Job

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It was a classical interview in all respects, except they kept asking, "Can you handle stress?" After while, I replied that on my last project gas mask training was a first-day requisite, meetings were routinely held in bomb shelters, there were written emergency evacuation plans, and uniformed men and women with M-16s were common sights on the city streets. That was stress. I should have known better. Stress comes from the unknown, the events in life for which we have no plans.

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Is Your Failure Rate High Enough to Succeed?

The other day, while playing with my nine-month old Granddaughter, I counted the number of times she tried to do something and failed. If I had that much trouble, I would give up. Then I reflected on how many successes she has ever hour. Day by day, she changes—in a marked way. Making new sounds, crawling, climbing, signing, putting toys together, they are all big steps. She repeatedly tries until she gets it right, resulting in more successes in a day than I have in a week... maybe a month, even though she fails at more things in an hour than I do in a year. Maybe, if I were to increase my number of failures, successes would skyrocket.

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The Consultant's Lore

"Why is it that when you get hired you are no longer the expert?" A chuckle rippled through the audience; however, the woman asking the question was serious. I turned the question back to the audience of director level managers, "Why is this the case?" There was silence. Finally, I proffered that it was management's lack of understanding the skills of the people working for them. "Who in your organization can you implicitly trust?" More silence. It is sad that organizations know so little about the people that they hired—the people on which they stake their company's future.

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Tomorrow's Project Manager

With the coming of 2011, it is time to reflect on our past and contemplate the future. We think about our families, our friends, our successes and failures; we think about our jobs, our professions, and the world of possibilities. We must reaffirm our ship's direction, stay the course, make corrections, or find a new destination. As project managers, we must look at the recent changes in the discipline and translate those into a plan for our professional development—a plan that meets our needs and the needs of the discipline.

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Cheers,
   Todd C. Williams
   President, eCameron, Inc.
   www.ecaminc.com
   Office: 1-360-834-7361
   Cell Ph: 1-360-521-9051

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