|Author:||Stephen R. Covey|
|Publisher:||Simon & Schuster|
|Released:||Anniversary Edition November 2013)|
The title says it all. What project manager does not need to improve their effectiveness? This is a bible that you should always keep in close reach. A true "Must Read."
Excellent project managers are relationship builder both with the project team and the stakeholders. You need to continually build those skills and build trust.
Leadership is an art. As a project manager you need to become a better leader. You will not find that in any single book or class. You need to learn, study and practice. It helps you develop tools to better understand the difficult situations you face daily.
Since its original publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book ’s popularity has gone global, with editions now available in over twenty languages.
Through a story everyone can relate to about a man facing challenges on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness.
As a project manager, you are all about selling and persuasion. If you are not good at it, you better learn now. This book focuses on communicating in a way to get people to react to you.
Setting up meetings with corporate decision makers has never been harder. It's almost impossible to get them to pick up the phone. They never return your calls. And if you do happen to catch them, they blow you off right away.
It's time to stop making endless cold calls or waiting for the phone to ring. In today's crazy marketplace, new sales strategies are needed to penetrate these big accounts.
Discover how to:
- Target accounts where you have the highest likelihood of success.
- Find the names of prospects who can use your offering.
- Create breakthrough value propositions that capture their attention.
- Develop an effective, multi-faceted account-entry campaign.
- Overcome obstacles and objections that derail your sale efforts.
- Position yourself as an invaluable resource, not a product pusher.
- Have powerful initial sales meetings that build unstoppable momentum.
- Differentiate yourself from other sellers.
Every project manager and business analyst should read this book. Ignore the implication of the title, which is just an acronym for a process, and dive in to what the customers real problem is that you are trying to solve. This will change your project deliverable to the most value they have ever received.
Written by Neil Rackham, former president and founder of Huthwaite corporation, SPIN Selling is essential reading for anyone involved in selling or managing a sales force. Unquestionably the best-documented account of sales success ever collected and the result of the Huthwaite corporation's massive 12-year, $1-million dollar research into effective sales performance, this groundbreaking resource details the revolutionary SPIN (Situation, Problem, Implication, Need-payoff) strategy.
Do you need to persuade someone that your project is worth doing? Maybe you are the CEO and need to sell a new vision and the project to go with it.. If so, you need to Start With Why. Too often your first reaction is to start with what and that will not inspire people to meet your dream.
Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty?
There I was, in a posh Montreal hotel conference room, two customers on one side of the table, and my client and me on the other. Taped to the back of my laptop lid was a conference-center supplied piece of paper with a hastily scrawled note on it. The entire message consisted of only two letters followed an exclamation mark. The letters were "N" and "O." They sent a succinct message that was hard to ignore as the customer incessantly strove to get a little more functionality brought into the failing project's scope. For every request, I would drop my chin slightly, look over the top of my glasses, tap my right index finger on the top of my laptop, and they would relent. Instead of being a pessimistic curmudgeon, I was bringing realism about the budget and timeline and doing what leaders do—making hard decisions.
Every project has its heroes. I am not talking about the pompous grandstanders selfishly getting their fingers into every process in order to gain fame. I am talking about the people that really get the work done. Toiling tirelessly to complete their tasks and move the project forward. Below is a profile of seven of them. I have chosen them because they represent agility, communication, responsiveness, and cooperation. These are the traits discussed in my last article.
Vision, honesty, and transparency: three key traits of an organization that can guarantee project success. This was summed up in last week's interview with Tom Cox, the host of Blog Talk Radio's Tom on Leadership program. His audience, primarily from the C-Suite, is keen to understand how troubled projects are a reflection of their organization's overall health. Projects are, after all, the proverbial canaries in our organization's coalmine. Projects stop performing because there is trouble in the organization.