Cracking Social Media for Professionals

By Yelena Ganshof, BrandBoosting Founder

Do you know that now there are over 3 billion people using social networks across the globe?  Let’s name the most popular platforms: LinkedIn, Twitter, Instagram, Facebook, YouTube.

I have been extremely active on social media in order to grow my own personal brand, and my clients’ as well: to get their brands noticed, help them build strategic partnerships and relationships, and connect with people to show the human side of their brands.

Let’s face it: in today’s highly competitive business world, it has become extremely difficult to stand out and get your message across to key decision makers.

The old traditional methods of branding and marketing a business project are not as effective as they used to be.

Why? Because we’ve learned that people are not doing business with projects or robots. People are doing business with people they like and trust, and whose business solutions they believe in.

Social media is providing the tools to personally connect to those people and build these professional relationships.

What are the benefits of using social media for professionals?

Let me outline the main benefits of using social media:

Brand Awareness

Any business adviser worth their weight in gold will tell you how crucial it is to have media exposure for brand positioning and awareness, and how much effort and investment some brands put into advertisement over traditional media. You might have the best product or service in the world, but if nobody knows about your brand and how to find you, then what’s the point? Hiring a PR agency might be very costly and is not always effective.

According to recent media surveys, over 90% of journalists and editors are on LinkedIn and most of them say it is their preferred professional networking tool! Then why not take advantage of this social media tool (which is free for anyone) to build a credible, attractive profile and get noticed by journalists?

I personally have built a number of new relationships over LinkedIn, with people who have reached out about my training sessions, workshops, and speaking engagements. No other platform has given me this particular opportunity.

Authenticity: Showing the human side of your brand

According to some marketing surveys, more than half of adults do not trust a brand until they see “real proof” of a human team who is keeping its promises. Connecting with your customers and clients over human values – this is extremely powerful.  Again, people do business with people they like and trust.

Social media is an opportunity to humanize your brand by introducing people to your company team through pictures and videos, and showcasing how existing customers are benefiting from your product through video testimonials.

Instagram Stories and Facebook Stories are great for showing the “behind the scenes” human team, the pre-launch campaign of your products and services, and a human introduction to your project or program.

Imagine yourself like a musician: once your audience likes you, they will come back to your concerts, to buy your new tracks and new albums. So, you want to be that musician to conduct your own concert!

Join Yelena's presentation, "Cracking Social Media for Professionals," at the IPM Day 2018 Online Conference

Relations and Partnerships

If you study the corporate strategy of some of the biggest global brands, you will notice one thing in common: they set up joint venture partnerships with key industry players.

So, rather than getting your message across to only one client in a meeting, why not use this strategy to broadcast your message across hundreds, and possibly thousands, of targeted contacts you are connected to?

Connecting to professionals in your expert field, to potential customers, to strategic partners and influencers, is crucial. With the right partner or influencer, you can refer clients to each other, leverage the power of offering some complementary products, and help grow each others’ businesses.

What is important here is providing your audience with great value in what you post rather than being too promotional. Sharing great content from your website or a blog to your social channels (you can copy your blog across different platforms) is a great way to get readers as soon as you publish a new post. Make sure the website address for your business or project is included in all your social media profiles for people to connect with you and your brand.

Finding Clients and Generating Leads

Social media, and LinkedIn in particular, is a powerful tool for brands to find clients and for clients to discover and find brands. Regardless of industry, size, or location, we are all here in the business of marketing and branding ourselves to carry out our message in front of decision makers.

With Facebook, Instagram, and LinkedIn advertising tools we can precisely target our audience by geographic location, professional field, interests, age, and gender. It has never been easier to build a sales funnel of targeted leads to market as before.

I will be discussing in more detail the advantages of different social media platforms as a presenter at IPM Day 2018. Stay tuned!

Photo © John Cassidy The Headshot Guy®

About the Author
Yelena, the Founder of BrandBoosting, helps executives and business owners create an irresistible image for their business book cover: to make their customers open their book and become part of their business story. She pays special attention to the art of speaking, storytelling over social media and media branding. Yelena’s international career covers an impressive range of experience from the worlds of finance and diplomacy to retail and fashion. Siberian by origin, she has over 20 years’ experience living and working in the USA, Russia, Singapore, and Switzerland. Yelena has a degree in International Economic Relations from Russia and a Master’s degree in Economics from the US.

We Asked People Why They Earned the PMP® Credential

By J. LeRoy Ward,  PMP, PgMP, PfMP, CSM, CSPO   |   Executive Vice President – Enterprise Solutions, IIL 

Why do people earn the Project Management Professional (PMP)® credential? Is it because, as the Project Management Institute (PMI)® reported in its 10th Annual Salary Survey, that PMPs earn 23% more than those who don’t hold the certificate? Perhaps.

Is it because it is the most ubiquitous and desired credential on earth, with PMI Today® reporting that as of April 30, 2018, there were 871,893 active PMPs?  Maybe.

Or is it because, as PMI® suggests, it is not based on any specific methodology and it can be easily transferred between industries, market segments, and geographic locations? Is it because  PMI conducts in-depth studies to ensure the PMP reflects current skills, knowledge and best practices; and, the credential encourages professional growth through a continuing credentialing requirement? Of course.

But to understand why people earn the credential, we need to ask them. That’s just what I did.

A while ago, I posted the following question in one of the many LinkedIn groups I belong to: What do you think is the main benefit you realized as a result of earning the PMP? 

Here’s a selection of responses from real people:

“Was [a] culmination of proof to myself that I have the knowledge to do the work”
“Don’t forget the ongoing education (requirement). There’s a degree of commitment to the PMP that adds to its validity.”
“It changed my perspective of handling projects. It gives a structured way to approach pretty much everything we do.”
“To stay competitive in the job market. Period.”
“…the certification…will…get rid of various addictions, to recycle and learn the practices another way.”
“Not all carpenters are alike. The certification gives those hiring you a comfort level that you’re serious about your profession.”
“..when I prepared for the certification, I learned about some topics …I didn’t know about. Gave me spite of certifications being considered ‘a paper’ for some clients.”
“The greatest value for me was learning a more systematic approach than the way the Army was doing things.”
“Wanted to shape a project culture in the company and talking all with the same language.”
“The PMP gave me a guide to follow.”
“..most of all, it gave me the confidence to look for a new job. And of course, it helped me get that next job….and the next.”
“The association with PMI chapters brings greater value for your career.”

Based on all the responses I received, I can say with confidence that there are two primary reasons real people earn the PMP:

  • They see it as a challenge to meet the highest levels of professional standards
  • They want greater access to jobs and higher salaries

You can’t blame them, can you? Look at it another way—can 871,893 people be wrong?

Ready to earn your PMP? IIL can help. Learn more about our PMP Certification Prep course or request a free consultation

PMP, PMI and PMI Today are registered marks of the Project Management Institute, Inc. 

J. LeRoy Ward is a highly respected consultant and adviser to Global Fortune 500 Corporations and government agencies in the areas of project, program, and portfolio management. With more than 38 years of government and private sector experience, LeRoy specializes in working with senior executives to understand their role in project and program sponsorship, governance, portfolio management and the strategic execution of projects and programs.


What is Project Management?

By J. LeRoy Ward,  PMP, PgMP, PfMP, CSM, GWCPM, SCPM   |   Executive Vice President – Enterprise Solutions, IIL 

What do the Panama Canal and the development of the Boeing 787 Dreamliner have in common?

At first glance, you might say “absolutely nothing.” But, they have a lot in common. Both were the outcomes of projects. And although vastly different in every respect, the Panama Canal, and the Boeing 787 share two characteristics:

  1. Each is unique. There’s only one Boeing 787 Dreamliner and there’s only one Panama Canal.
  2. Each is the result of a temporary endeavor. In short, each had a definite beginning and an end.

Once completed, of course, the Panama Canal became operational, and once developed, the Boeing 787 went into service with many more being manufactured as I write this. In short, the design and construction of the Panama Canal, and the design and manufacture of the Boeing 787 were projects.

And these projects were led by competent and highly trained individuals, appropriately named Project Managers, who applied knowledge, skills, techniques, and tools, to all the project activities to produce the end result that met the requirements. That’s called Project Management.

Let’s get a bit more formal. According to the Project Management Institute’s (PMI)® A Guide to the Project Management Body of Knowledge (PMBOK® Guide), project management is defined as “the application of knowledge skills, tools, and techniques to project activities to meet the project requirements.

Projects have been around for thousands of years. Ever see a picture of the Pyramids of Giza? That’s a project. How about the Great Wall of China? Yup, another project. What about the International Space Station? You guessed it…another project.

Projects come in all shapes and sizes. Have you planned a summer vacation lately? Well, that’s a project. And, how about all those home “projects” that take up our evenings and weekends? The name says it all, doesn’t it?

What are you doing at work these days? Are you working with a group of folks to get a particular product to market, developing a new app, or launching a marketing campaign? If you are, you’re working on a project. Projects are everywhere.

As projects become larger and more complex we break them down into various phases such as Initiating, Planning, Executing and so forth. Every industry has their project “life cycle” as it’s called. We do so because it’s a lot easier to estimate and control our work when we break it down into pieces, rather than trying to grapple with the whole thing at once.

We might even use certain sophisticated tools to help us schedule our project, or analyze risk to avoid trouble. All these activities are part of project management.

If the work you’re doing conforms to the two characteristics above, guess what, you’re working on a project, whether you call it that or not. And, the activities you’re engaged in to get the job done successfully is called project management. Finally, if you’re “leading the charge,” you’re the Project Manager.

So, welcome to the wonderful world of projects and project management. You’re in good company because there are millions more just like you – people who are working on projects every day, and may not have knowledge of formal project management methods. Take the next step by exploring our other blog posts on Project Management, and enrolling in introductory Project Management course from IIL.

New to Project Management? Start with a Project Management Fundamentals course from IIL

J. LeRoy Ward is a highly respected consultant and adviser to Global Fortune 500 Corporations and government agencies in the areas of project, program and portfolio management. With more than 38 years of government and private sector experience, LeRoy specializes in working with senior executives to understand their role in project and program sponsorship, governance, portfolio management and the strategic execution of projects and programs.

What is a Project Management Certification? And Why Do I Need It?

By Anselm Begley, PMP, PRINCE2, CBAP, CSM, APMG Managing Benefits

Project Management certification demonstrates an individual’s experience, knowledge, and skill in project management – and in many companies, it’s a requirement for new and current project managers. To achieve certification, candidates need to meet certain eligibility requirements and pass a certification exam developed by a governing body or professional association, such as the Project Management Institute (PMI)®, and the exam content corresponds to a global standard – such as PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

As a project management instructor, it would be terrific if I knew that every student who attended my Project Management Professional (PMP)® certification prep classes were enthusiastic, engaged, and motivated to learn the content and concepts necessary to succeed on the PMP® certification exam. However, when students attend a certification prep course, they quickly learn that additional time and effort will be required to become ready to sit the exam. At that point, their commitment wavers and they question their need. Occasionally there are attendees who are sent to the class by their management. Most of these draftees become enthusiastic while others are skeptical.

I detect the emotional shift in class and this sixth sense is essential Emotional Intelligence for any instructor. Questions increase the relevance and value of the certification. The most common questions are:

“I know what I’m doing, why do I have to do this?”

“In my area, there isn’t anyone who knows more than I do. How is this going to help me tomorrow? This does not have anything to do with what I do all day.”

To begin to answer these questions I need to depict the impact of not possessing a certification. I employ the following example: My brother, now retired, is a ‘board certified’ radiologist.  ‘Board certified’ are the keywords in his profile. When you and I are faced with selecting a family physician or specialist, we will review the list of the specialists on the insurance rolls and while perusing the name, specialty, and hospital affiliation as well as their board-certified status. In the absence of a personal reference, who are you likely to choose?

If there was a choice between two or more physicians, you, like myself, will probably choose the board certified one. Pursuing this line of thought, would you select an attorney with a JD but who was not a member of the state bar? Would you choose an accountant who has a CPA or one without?

So, how many times did an executive manager, manager, or director at your company pass you over for someone – perhaps less qualified – for an opportunity because they were a ‘board certified’ PM? Were you informed? Did anyone tell you the selection criteria? I think not. Why? Because for the corporation, there is too much risk for corporate liability if they do not assign a certified professional and you will never know.

So – what does certification do for you? Certification announces to your management, executives, customers, clients, hiring managers, steering committee, etc. that you are ‘board certified.’ As an instructor, I must possess certification to teach in each discipline. After working for 43 years, 35 as a professional, do you think I require a certification?

Truth be told, there are nurses who are better than the doctors they support and there are secretaries who are better executives than the managers they serve. Life isn’t fair and you will never know what opportunities you have missed. You could have been working on a different and more exciting project than the one you are on today or what you will be doing tomorrow. Likely, the absence of a certification has impacted you already.

In requisitions, hiring managers may stipulate “certification preferred” or “certification required.” Despite your history, it is less likely that your resume will be sent up for interview selection if the requisition has this requirement.  Government contracts will require a certified project manager. Companies propose to government contracts because they are large and lucrative so you won’t get to lead those. So, the absence of a certification will cause your resume to be excluded from the interview shortlist even if you are the most qualified. Some companies will not permit a project manager to join their PMO without a certification. The certification is the price of admission to a higher rank.

Get PMP® Certification training in three convenient delivery methods from IIL


The preceding material is negative motivation but I need to get your attention. Let’s continue discussion of “Why do I need project management certification?” from a more positive viewpoint.

Here I’d like to point out that a project management certification is more valuable to the individual lacking a college degree and in some organizations, a certification trumps a degree. Possession of a certification may permit hiring managers or HR to ignore the absence of a degree.

The presence of a certification demonstrates your commitment to enhancing your professional skills. It shows that you sacrificed your personal time to pursue the enhancement of your skill set. Individuals with initiative and continuous skill acquisition are what hiring managers seek because necessary skill sets are evolving.

Authentic project management training organizations supply exam training with professional skill enhancement. They make the instruction apply to the exam as well as to a professional’s activities. Following an exam, I enjoy learning from students that the training remained with them. All was not brain flushed upon certification receipt and they saw what initially appeared to be superfluous to be an activity they were performing already but differently.

Project managers have transferable skills. We all possess experience and expertise in a specific area. Likely you were selected to become a project manager because you displayed leadership capabilities as a subject matter expert. This usually occurred when you were in an operations area, where we all usually begin following college. I have found project managers who learned in banks and later worked in film production.

In recent years, I have observed that universities are now jumping on the project management bandwagon, delivering preparation for the PMP® certification exam and creating Master’s degree programs in project management. I recall working as a high school student on Wall Street where few traders and brokers had a degree. Now times have changed and today, a degree from a “big name” institution is required to work there. I advise while there is a window of opportunity for project management, jump through.

Certifications that are available include:

There are various project management certifications which have different requirements, different benefits and are recognized in different regions. None are a walk in the park to achieve and each has separate renewal requirements.

The PMP® was started by three industries: construction, manufacturing, and defense. Do you think you can learn something from those who developed the nuclear-powered vessels? Missiles? Computer operating systems? Assembly lines? Chemical plants? Or constructed the World Trade Center? Madison Square Garden? Your local school?

What do you take away from preparing for the certification exam?

I’ll answer this with another diversion. In class, it has been my experience that senior, experienced project managers state: “I wish I had taken this training years ago. I had to learn much of this myself through trial and error and it was painful. This training would have provided me a jump start. Most especially, I needed to know the tools, the processes and the sequence of processes. I would have been able to see how the project management process could be transitioned to other disciplines.” The senior professionals view this as a sabbatical that lets them examine their experience in a new setting.

I have taught classes worldwide, to professionals in industries from defense to retail. I can assure you that a project management certification is recognized everywhere and can open doors.


PMI, PMBOK, PMP, and CAPM are registered marks of the Project Management Institute, Inc.

About the Author

Anselm E. Begley (MBA, PMP, CBAP, CSM, CSPO) has been teaching project management, business analysis, and general management for companies and government organizations worldwide since 2007. A retired business manager at HP, his career has spanned 30 years in systems analysis, network architecture, business support, business management and opportunity pursuit.  He was an adjunct professor at NYU, and he has lectured at City University of NY and Rutgers.

project, leader

How Emotional Intelligence Can Create Resilient Project Leaders

By Ardi Ghorashy, M.Sc. Engineering, PMP, PgMP | Senior Executive Director, Global Solutions, IIL

What is the secret ingredient that certain people possess and allows them to rise from the ashes of failure? I’m referring to this dynamic that drives them to try again and again, while others are stopped dead in their tracks.

This question came up at a conference I presented at recently, and here are some of my thoughts.

According to Greek mythology, a phoenix is a bird that dies in a show of flames and is born again, rising from the ashes. This is indeed a powerful symbol of resilience.

Oxford Dictionary defines resilience as “the capacity to recover quickly from difficulties; toughness.”

Merriam-Webster’s definition is “the ability to become strong, healthy, or successful again after something bad happens.”

Psychology Today defines resilience “as the ineffable quality that when some people are knocked down by life allows them to come back, often stronger – rather than letting failure overcome them and drain their reserves, they find ways to rise from the ashes.”

Having spent many years in the project environment, I would say that resilience is one of the most important attributes that a project manager can cultivate. Projects by nature are rife with constraints, risks, challenges and setbacks requiring constant problem-solving. Project teams are made up of diverse personalities, often with competing agendas that contribute to interpersonal roadblocks. No one sets out to dance with disaster, but it is always lurking on the sidelines.

How do we as project managers maintain our mojo in the face of these conditions? Where along the spectrum of resilience do you fall?

Say, for instance, that you’ve studied hard for an exam and failed.  What would you say?

  1. I am not good at this subject.
  2. I had a bad day, next time I’ll pass.

From an emotional intelligence perspective, examining the Emotional Intelligence EQ-i 2.0 model, we can see resilience being a function of several sub-domains, but strongly of Emotional Self-Awareness, Stress Tolerance, Flexibility, and Optimism.


Adapted from the EQ-I 2.0 Handbook
  • Emotional Self-Awareness is the ability to recognize your feelings, differentiate between them, know why you are feeling these feelings, and recognize the impact your feelings have on others around you (EQ-i 2.0 definition).

Consider Phillip, the integration testing manager, unaware of how enraged he was with a tester who made a mistake. Phillip was oblivious to the impact he was having on the tester and the rest of the team and unaware of how his behavior would affect how the team viewed him.

  • Flexibility is the ability to adjust your emotions, thoughts, and behaviors to changing situations and conditions.  Flexible people are agile, synergistic and capable of reacting to change without rigidity (EQ-i 2.0 definition).

Sandy received an email from the head of design letting her know that Jeff, one of the best designers on her team, was being reassigned to another project. A few minutes in the conversation, she tried to understand the rationale— Sandy called the team to figure out how best to minimize the impact of Jeff leaving. Rather than getting upset, arguing, or escalating the issue, her mental sturdiness and flexibility allowed her to minimize the impact on the team and the project.

  • Stress Tolerance is the ability to withstand adverse events and stressful situations without developing physical or emotional symptoms, by actively and positively dealing with stress (EQ-i 2.0 definition).

Andrew has been under a lot of pressure recently with several deadlines to meet and very little time left to complete two major deliverables with his team. Looking ahead to the upcoming week, the first thing Andrew puts on his calendar is to go to the gym every morning, and then starts planning the week.

  • Optimism is the ability to look at the brighter side of life and to maintain a positive attitude even in the face of adversity.  It is an indicator of one’s positive attitude and outlook on life.  It involves remaining hopeful and resilient, despite occasional setbacks (EQ-i 2.0 definition).

It is important that optimism is balanced with Reality Testing, a sub-domain of emotional intelligence, to eliminate the Pollyanna effect!

Having been turned down on her fifth attempt at obtaining project financing, Carol’s friend asks her what she is going to do next. “Keep trying,” Carol replies. “The whole economy is slow and cost of capital high, so investors are looking for the best of the best.  I’m sure I’ll get financing soon and in the meantime, I’m improving my position and proposal from the feedback I get from each rejection.”

According to American Psychological Association (APA), Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems or workplace and financial stressors. It means “bouncing back” from difficult experiences as a Phoenix would “emerge renewed after apparent destruction.”

Being resilient does not mean that a person doesn’t experience difficulty or distress. In fact, the road to resilience is likely to involve considerable emotional distress.

One of my favorite examples of resilience is Charles Schulz’s beloved Peanuts character, Charlie Brown. He’s described on the Peanuts website as “the kid who never gives up (even though he almost never wins). Even though he gets grief from his friends, his kite-eating tree, and even his own dog, Charlie Brown remains the stalwart hero.”

Examples of resilience:

The APA lists 11 ways for building resilience. Here, I have connected them with project management and the Emotional Intelligence sub-domains: Resilience is not a trait that people have or do not have. It involves behaviors, thoughts, and actions that can be learned and developed in anyone. While some people are naturally more positive and resilient, most can develop and build their capability through coaching or proactive personal change.  In any case, the journey starts from self-awareness and having a trusted network to receive feedback.

  • Make connections. Dig your well before you’re thirsty. Networking and good relationships with people within and outside the company are important, as is knowing when to ask for and accept help and support. Follow the # 1 rule of networking by assisting others in their times of need when you need nothing from them.  [Interpersonal Relationships]
  • Avoid seeing crises as insurmountable problems. Don’t make a mountain out of a molehill. Living in a project environment comes with high-stress situations – it’s in the job description; however, you are in charge of how you interpret and respond to these events. Read Viktor Frankl’s, Man’s Search for Meaning. [Optimism]
  • Accept that change is a part of living. Change happens. Certain goals may no longer be attainable as a result of adverse situations. Accepting circumstances that cannot be changed can help you focus on circumstances that you can alter. [Reality Testing]
  • Move toward your goals. Do not lose sight of the end goal. When the going gets tough, ask yourself, “What’s one thing I know I can accomplish today that helps me move in the direction I need to go?” [Problem Solving]
  • Take decisive action. Own the situation, act on adverse situations as much as you can. Take decisive actions rather than detaching completely from problems and stresses and wishing they would just go away.
  • Look for opportunities for self-discovery. People often learn something about themselves and may find that they have grown in some respect as a result of their struggles. [Self-awareness]
  • Nurture a positive view of yourself. Develop confidence in your ability to solve problems and trust your instincts. [Self-regard]
  • Keep things in perspective. Even when facing very painful events, try to consider the stressful situation in a broader context and keep a long-term perspective. Avoid blowing the event out of proportion. [Reality Testing]
  • Maintain a hopeful outlook. An optimistic outlook enables you to expect that good things will happen in your life. Try visualizing what you want, rather than worrying about what you fear. [Optimism]
  • Take care of yourself. Pay attention to your own needs and feelings. Engage in activities that you enjoy and find relaxing. Exercise regularly. Taking care of yourself helps to keep your mind and body primed to deal with situations that require resilience. [Self-Actualization]
  • Additional ways of strengthening resilience may be helpful. For example, some people write about their deepest thoughts and feelings related to trauma or other stressful events in their life. Meditation and spiritual practices help some people build connections and restore hope.

Emotional Intelligence and Project Management

Over the past 25 years, organizations have invested much of their efforts in training project managers, and we now have over half a million Project Management Professionals (PMPs) globally.  Many organizations have come to the next phase in developing their project managers. They recognize the wide areas of competency a project manager must continually develop in order to cope with the challenging nature of projects.

Training in interpersonal skills now dominates the areas of focus in learning and development; however, building more complex attributes such as effective communications, leadership skills, and resilience requires more than a few days of classroom training or even coaching. Projects are natural gymnasiums for developing leaders and building resilience. There is a need for organizations to work even more closely with Learning and Development professionals, partnering to co-create more integrated solutions and leveraging their own project environments.

Accordingly, PMOs, Senior Management, and Learning & Development professionals need to recognize their project managers’ differing levels of resilience and provide them with opportunities to develop their capabilities.

An employee engagement suggestion would be for organizations seeking to enhance their “Phoenix Factor” to recognize achievements by creating a “Phoenix Award.” An employee recognition program, that awards teams and individuals who maintained an excellent level of performance, leadership, and collaboration under stressful or high-importance projects.

Rudyard Kipling, British Nobel laureate, wrote his poem “If-” in 1895.  The verse is an apt discourse on resilience, written in the form of paternal advice to his son:

If you can keep your head when all about you
Are losing theirs and blaming it on you;
If you can trust yourself when all men doubt you,
But make allowance for their doubting too:
If you can wait and not be tired by waiting,
Or, being lied about, don’t deal in lies,
Or being hated don’t give way to hating,
And yet don’t look too good, nor talk too wise;

If you can dream—and not make dreams your master;
If you can think—and not make thoughts your aim,
If you can meet with Triumph and Disaster
And treat those two impostors just the same:.
If you can bear to hear the truth you’ve spoken
Twisted by knaves to make a trap for fools,
Or watch the things you gave your life to, broken,
And stoop and build ’em up with worn-out tools;

If you can make one heap of all your winnings
And risk it on one turn of pitch-and-toss,
And lose, and start again at your beginnings,
And never breathe a word about your loss:
If you can force your heart and nerve and sinew
To serve your turn long after they are gone,
And so hold on when there is nothing in you
Except the Will which says to them: “Hold on!”

If you can talk with crowds and keep your virtue,
Or walk with Kings—nor lose the common touch,
If neither foes nor loving friends can hurt you,
If all men count with you, but none too much:
If you can fill the unforgiving minute
With sixty seconds’ worth of distance run,
Yours is the Earth and everything that’s in it,
And—which is more—you’ll be a Man, my son!

Ardi Ghorashy, M.Sc. Engineering, PMP, PgMP is the Senior Executive Director, Global Solutions at International Institute for Learning, certified Emotional Intelligence EQ-i 2.0 practitioner and coach, MBTI Practitioner, APMG Change Management Practitioner, Leadership Challenge® (Kouzes & Posner) facilitator and has a Certificate in the Foundations of Positive Psychology from Penn LPS.