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Visioning – A Change Management Tool

Visioning is a powerful method for getting an organization to adapt to change.  Visioning is when you create a vision of the future state and the organization changes to adapt to the vision.

With visioning, the vision must be unique and short enough to be both memorable and repeatable in the absence of the leader.  Memorable and repeatable!  People should be able to see themselves and the organization in the vision.  Once the vision is defined the goals and objectives should naturally fall out of it

In the famous book “As a Man Thinketh” by James Allen he makes the premise that a man eventually changes to match his thoughts, if your thoughts are noble you become noble, if your thoughts are impure you become impure. 

Posted by Dr. James Brown in Team Building.

Team Building – What this cookbook can teach you

You have the option of watching or reading this blog covers

I recently purchased CookbookThe Complete America’s Test Kitchen TV Show Cookbook 2001-2016. It is a great cookbook but there is something especially unique about it compared to other cookbooks and it applies to team building and leadership.

What is unique is that every recipe is proceeded with a section titled “Why this recipe works.” The reader is given background on the recipe that addresses important factors about the development of the recipe. The section “Why this recipe works” is not really necessary, as thousands of cookbooks don’t address why and the recipe has everything you need to cook the meal. However, “Why this recipe works” provides context that makes you better equipped and/or motivated to cook the dish.

Posted by Dr. James Brown in Team Building.

Program and Project Management Roles

The Handbook of Program Management - SecondIn this and upcoming Blogs, I will be providing highlights of The Handbook of Program Management, published by McGraw-Hill. You have the option of watching or reading the highlight. This blog covers Program and Project Management Roles.

From Chapter 1 of  The Handbook of Program Management we will clarify Program and Project Management Roles. The role of the program manager is very different than the role of the project manager. The role of the program manager is very complex; it can vary from managing multiple projects to managing multiple projects with operational responsibilities, in addition to being accountable for profit or cost targets linked to business strategy.

Conversely, the project manager’s role is to deliver the project within the cost and schedule constraints that are usually established at the program level.  

Posted by Dr. James Brown in Team Building.

Introduction to The Handbook of Program Management

The Handbook of Program Management - SecondIn this and upcoming Blogs, I will be providing highlights of The Handbook of Program Management, published by McGraw-Hill. You have the option of watching or reading the highlight.

The Handbook of Program Management provides a framework of structured, organized common sense. Successful program management is not magical, complicated, or difficult.

However, it requires leadership and integrity to repeatedly execute successfully. You can accomplish this with sophisticated software packages and cadres of consultants. Or you can accomplish this with a calendar and a notebook. Numerous organizations have attempted to buy a successful project management culture by purchasing tools or hiring consultants, only to fail because of a lack of leadership and integrity to follow structured, organized common sense.

Tools and consultants in the absence of structured, organized common sense usually result in program and project failures that have pretty charts and diagrams to communicate why they are over budget and behind schedule.

Posted by Dr. James Brown in Team Building.

Busy, but not important work – the consequences

I had just arrived in Antwerp Belgium for a client engagement and decided to go to the Starbucks at the Antwerp Central railway station. Antwerp Central is a busy railway station and so is the Starbucks. The place was packed and the early morning customers were squeezing in the door. A Starbucks barista was taking our order about ten yards ahead of the register to expedite the preparation of our drinks. I had myStarbucks Antwerp Venti Americano with an extra shot in less than seven minutes.

Despite the large number of orders, the Starbucks crew was a well oiled machine behind the counter and there was the constant call of customer names as their drinks were ready.

In an attempt to stay awake as I adjusted for the time difference between Europe and the United States, I returned to the Starbucks in the afternoon to find no line and walked directly to the register.

Posted by Dr. James Brown in Leadership Skills, Project Management, Team Building.