I can’t agree with you more.

I wrote recently on my blog a post titled “Compassion is the killer App” where I said

“To lead change effectively we need to develop the capacity to have compassion for those who are hostile to the change we are bringing about and even to those who attack us personally.

To be compassionate is not soft or touchy feely. It requires inner strength, courage, and self confidence. This is hard.

Having compassion will enable us to be mindful of the consequences of the change we are introducing. It will help us see things from the perspective of those who will potentially bear the losses. Acknowledging the sacrifices they are making will help them see us not as enemies but as allies. And understanding the pressures they are feeling will help us better assess the situation and design more effective ways to help ease the pain”

Thank you.

Ownership can be reached if people are actively engaged in decision making and only when they feel important, the project manager is responsible for that, so as is the project sponsor, ownership is a great factor that once reached the success is very much expected.

People can add great value only when they feel they are treated as valuable contributors!

I have one comment, that I’m thinking of writting an entry about it on my blog as my first participation in the PM world, which is “Ownership”, if you really make your team has this feeling, for sure, your never have a failing project.

I have faced this issue myself, it’s like self team’s motivating.

What do you think?

yours,

MAG

If you trust someone whom you don’t respect, and it’s likely that he will not respect you either, you may get unexpected actions from that person.

I am passionate about this topic as it is at the heart of the mindset required to be an effective project manager. Unfortunately PM training spends too much time focusing on what the Project Manager should do and not on what they must become to lead successful projects.

During my transition to be a Project Manager, the hardest thing for me to learn was to be respectful without being passive. This was especially critical around authority figures, such as my senior managers and executive sponsors, in conflict situations.

My only two default settings were to either to be too passive or overly aggressive.

We often mistake being respectful to being totally passive and submissive to the point where we are unable to tell truth to powers. I think the root cause of a lot of project issues can be traced to this lack of assertiveness on the part of the Project Manager. Whether we are dealing with uncommitted sponsors or out of control scope creep, having the capacity (and willingness) to be assertive and at the same time be respectful can make the difference between success and failure.

I learned to always be respectful but at the same time remember to interact with authority figure as equals to me. Our self confidence comes from being a respectful and respected person, valuing ourselves and valuing others, and believing that we are equal to others – not superior or inferior. It is about standing up for our own rights, opinions, and needs, but still taking into account those of other people.

When we are assertive and respectful, people tend to have a lot of respect for us in return as they know we are individuals who will not allow ourselves to be pushed around.