By Deepak Bansal
The future of Learning lies in driving the intellectual imagination of the learner. We can further this through designing courses and programs considering three essential components…
The first time I volunteered to take on a big responsibility was so memorable, so impactful in the moment, that it has served as inspiration for my entire life. Now, don’t laugh… It happened in a hockey game…
By Judith W. Umlas
Why is courage necessary to tell a colleague know how much you value him, the difference he makes on your team, and his unique contributions? Courage is critical because a profound, heartfelt, and generous acknowledgment demands vulnerability.
By Dr. Elissa Farrow and Dr. Harold Kerzner
Artificial Intelligence (AI) applications have become a major interest of the project management community of practice worldwide.
By Judith W. Umlas
If you have been following this series, you are now starting to become more conscious—or aware of the acknowledgments that populate your brain many times during the day.
By James D. White and Krista White
As we discussed in our previous post, the future of work requires anti-racist leadership. The latest generation of leaders will no longer accept the status quo, as evidenced by phenomena like the so-called Great Resignation.
By Nir Eyal
Productivity has many enemies: too many meetings, external triggers like interruptions from coworkers, and multitasking the wrong way, to name a few. But more often than not, it’s mental traps that trip us up.
By Alan Zucker
Let’s be honest, most project schedules disappoint. They are unrealistic, complicated, and do not help guide execution. Even with these powerful tools, only about half of all projects are completed on time, as reported in the PMI Pulse of the Profession®.
By Judith W. Umlas
In my first blog post of this series I introduced the 5 Cs of acknowledgment practiced by grateful leaders. The first C—consciousness—may well be the most important.
By Vanessa Bohns
Most people chronically underestimate their influence. When researchers ask people how much they think others pay attention to them, think about them, and would agree to do things for them and then compare these estimates to objective indicators, they find that people are consistently underconfident in their perceived ability to win friends and influence people.
