Category: Leadership Page 1 of 8

3 Critical Skills Required for Epic Leadership in The Digital Age

Over the past decade the world propelled like a rocket ship into the digital age. Everything we do, from purchasing products and services, to working from home, we do through technology. Smartphones and devices have become extensions of our body. Data has become an asset for organizations, and an improved digital customer experience is one of the best ways to differentiate products and services. Experience is the new currency.

Yet with all the wonderful opportunities the digital revolution brings, it also brings challenges. Many organizations struggle to transform their business to a digital model, and the adoption of Big Data and AI (Artificial Intelligence) continues to be a major challenge. 

To confront these challenges and opportunities, we need leaders with the right skills. Here are 3 critical skills required for epic leadership in the digital age:

1. Business Imagination – Often the biggest roadblock to digital success is business imagination. As an example, most data analytics projects fail because companies neglect to connect the analytics to business value. It’s not enough to focus only on analytics output, tools, and technologies. Leaders must find ways for human intelligence and machine intelligence to work together. As I learned from Professor Ravi Bapna in the Carlson Executive Education program, “The future belongs to those (individuals, leaders, business units, societies, countries) that optimize the man-machine duality!”.

“It’s not enough to focus only on analytics output, tools, and technologies. Leaders must find ways for human intelligence and machine intelligence to work together”

2. Empathy – Empathy is one of the pillars of emotional intelligence and when it comes to business, empathy is often misunderstood. I once had a professor in business school tell me empathy was not important for business success. That statement couldn’t be further from the truth. Today, employees feel high pressure to deliver. This stress increased tenfold with the effects of the pandemic.

Image by Gerd Altmann from Pixabay

Behind the financial targets and technologies, companies are made up of people. People are emotional beings who need to feel understood and cared for by their leaders. Performance, wellbeing, and results improve when leaders treat employees with empathy.  Empathy is good for business, and it is critical in the digital age.

3. Digital Savviness – Gone are the days when IT was an afterthought. Technology now has a seat at the table. Digital leaders must have a strong understanding of technology. They don’t need to know how to write code, but they need to have digital savviness. In a recent study conducted by MIT Sloan Management Review, they found that “large enterprises with digitally savvy executive teams outperformed comparable companies without such teams by more than 48% based on revenue growth and valuation”.


The digital age is here, and organizations need leaders with the right skills. Business imagination, empathy and digital savviness are three critical skills for today’s leaders. With these skills, leaders can take advantage of opportunities to reimagine their business and thrive in the digital age. 

About the Author: Mike MacIsaac is an IT program delivery consultant providing leadership for large business driven initiatives.  

How To Destroy an Agile Transformation In 3 Easy Steps

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Agile transformation continues to be a goal for many organizations. The old sequential approach to product delivery (Waterfall) is no longer adequate. To respond to change and compete with the speed of globalization, companies must move to an Agile model. The goal to improve agility is not limited to the tech industry. Financial services, retail, healthcare, and many others are all on board with Agile.

Many companies find the shift to Agile difficult. As a consultant, I know the challenges firsthand. Some of the problems are more difficult than others. For example, companies with a culture at odds with Agile values is a major problem. No number of Agile consultants will be able to come in and change a company’s culture. Other, more avoidable problems are due to managerial decisions.

This article is about how management can destroy an Agile transformation in three easy steps. To be clear, this is what not to do.

1- Put a non-Agile person in charge of the Agile transformation

I know this sounds ridiculous, but I have seen it happen many times. A CEO, who does not understand Agile, provides a bucket of money to a senior leader, usually in IT. The CEO says, go off and do that Agile thing you keep talking about. Unfortunately, the CEO does not realize that they put the wrong person in charge. It is difficult for people who spent their whole career working in a traditional Waterfall setting to change their mindset. They might claim on the outside that they are for Agile, but often their behavior conflicts.

There is no surer way to destroy an Agile transformation than to put a Waterfall person in charge. My recommendation to companies is to create a new position for the role of the Agile leader. Look within the company to find the right person, someone with an Agile mindset, to fill the role. If the right person does not exist within the company, then hire one from outside.

2 – Keep using a balanced matrix organizational structure

The balanced matrix organizational structure is suitable for Waterfall, not Agile.  Agile is about using stable cross functional product delivery teams. Work gets flowed through the teams, as opposed to forming teams around work. Agile organizations use a Product delivery model, not a Project model. For more on how the balanced matrix organization conflicts with Agile, see my post “Why Middle Management Is The Ultimate Agility Killer“. For more on the importance of changing from a Project to Product model, see my post “Why Product Focus Is So Important“.

3 – Force teams to use specific tools and processes

In Agile, individuals and interactions are valued more than processes and tools. The traditional PMO mindset loves processes and tools. Some of the clients I have worked with would have meetings upon meetings discussing processes. You need processes but PMOs bogged down with processes and bureaucracy kill agility. The same is true with tools. Forcing all teams to use the same tool, like Jira or VersionOne, is not good. Often management will want teams to use the same tool for reporting purposes. This is wrong because Agile teams need to be empowered and have autonomy.


If you want to improve your chances of having a successful Agile transformation, do the following. 1) Put someone in charge of the transformation who has an Agile mindset. Do not use someone who has worked their whole career using Waterfall. 2) Do away with the balanced matrix organizational structure. Put in place stable product delivery teams with single line management structures. Start delivering using a product model instead of a project model. 3) Let teams be autonomous, do not impose rigid compliance to processes and tools.

About the Author: Mike MacIsaac is the principal consultant for MacIsaac Consulting. Mike provides leadership as an IT Project and Program Manager as well as an Agile Scrum Master. You can follow Mike on Twitter@MikeMacIsaac or subscribe to Mike’s blog.

Tech Companies are Pioneering How to Work Remotely

In the wake of the coronavirus, Facebook and Twitter have announced plans to enable their entire work force to work remote. These tech companies are pioneers for a new model of work in a post coronavirus world. Companies in all industries should take note. The pandemic is forcing an accelerated adoption of remote work. Paul Daugherty, chief technology for Accenture said that “This will be an electric shock to the system. Companies are on the hook to rethink the work experience, and the work tools, for their cocooning employees”.

Most companies treat their current remote work as a temporary solution to deal with the coronavirus pandemic. This mindset needs to change. Companies need an intentional work from home model, not temporary mitigation. IT executives must reassess priorities to ensure the right IT tools are in place for their organization.

Darren Murph, head of remote at GitLab inc says “IT leaders should be setting up tools and processes as if everyone at their company is remote, with clear explanations of how tools should be used”. The focus needs to be on the employee digital experience. Network monitoring is also crucial to ensure that IT systems and applications are performing well.

This new model of sustained remote work is not all about technology. We also need to focus on employee well-being. Since the start of the pandemic, more employees are suffering from meeting fatigue. Christie Struckman of research firm Gartner Inc, states “Many employees say they are having at least double the number of meetings compared with before the pandemic”. Leaders must trust and empower employees to get work done, without micromanaging or having constant meetings.

In the coming months, we should see companies begin allowing some percentage of their work force return to the office. Hopefully, it will not be long before a vaccine is in place. Yet, it is important that company leaders not treat remote work as temporary. What is to say that a second wave of the virus will not occur? Or what if some other pandemic or external crisis hits us down the road? The future of work is here and leaders from all industries should take note from Twitter and Facebook. An intentional remote work model may be required for survival.

About the Author:Mike MacIsaac is a principal consultant for MacIsaac Consulting. MacIsaac Consulting, based out of Minneapolis MN, provides IT Agile delivery consulting and staffing.

The one trait that the greatest leaders have in common

Throughout my career, I’ve had the benefit of learning from different types of leaders. I have found that the greatest of them, all have one thing in common. They all strive to help others succeed. They enjoy helping people. It gives them sense of fulfillment that goes beyond personal gains.

We often here people in leadership positions speak about their commitment to service. They tout “servant leadership” as their motto, yet their words often ring hollow. Too often we learn that self-interest is their true motivation. These people are leadership impostors.

True leaders are different. What is it about them that makes them enjoy helping others? Are they some sort of special breed, predisposed to become servant leaders? Or is caring about the success of others a skill they developed over time? The answer may be, both.

First, caring for others is a skill that we can develop. By receiving honest feedback from our peers, we can improve our emotional intelligence. Studies have shown that we can develop empathy. Second, we know that each of our brains are wired in a certain way. For example, the brain areas necessary for remorse, do not function for sociopaths. So, there is a genetic predisposition factor.

Great leaders may have a generosity gene, but most also developed their skills. They did this throughout their life. Many have lived through difficult experiences, some going back to their childhood. At some point, someone helped them. It could have been a teacher, coach, manager or friend. These experiences taught them the importance of helping others to succeed.

You may say, all this talk about helping others is great, but isn’t leadership about results? That’s a good question, and here’s my answer. Leadership is about achieving results through others, so why wouldn’t you want others to succeed?

About the Author: Mike MacIsaac is the principal consultant for MacIsaac Consulting. Mike provides leadership as an Agile Delivery Consultant and IT Project/Program Manager. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

Why Trust Is the Rocket Fuel of The Agile Organization

Trust is the rocket fuel that propels agile organizations forward. Without it, bureaucracy and rigid management can grind things to a halt. For companies to be fast and flexible, leaders must break down the barriers that hinder trust. In this article I will describe how executives, managers and team members can foster a culture of trust to improve agility.


Executives of large companies often do not grasp what it takes to be agile. To their defense, they have a lot going on. It’s easy for them to stay on the sidelines when it comes to improving agility. Let Jim, the VP of IT go work on that whole “agile” thing says the CEO. What the CEO fails to realize is that agility is critical to the survival of the company and it goes beyond IT. Agility must be part of the enterprise strategy, and it all starts with trust.

The first thing executives can do is assure middle managers that their jobs are safe. In agile organizations, managers don’t command and control. Instead, they empower and coach. If managers trust their jobs are not in jeopardy, it will be easier for them to empower teams.

Second, executives should let the organization know that it’s okay to make mistakes. Often you will hear in agile companies the term “fail fast”. What it means is that it’s better to deliver iterating on fast failures than trying to build perfect solutions. By promoting a fail fast culture, executives will help reduce fear for employees and encourage trust.

Last, executives must get engaged in agile adoption. They can’t talk the talk, they must walk the walk. The best way for them to do this is by clearing bureaucracy and clutter that impede agility. By having skin in the game, executives send a message to the company that they can be trusted.


The inability for management to empower teams is often a major roadblock to agility. To understand why, there are many layers of the onion that need to be peeled away. At the core of the issue is lack of trust, and fear. They don’t trust teams to operate without their control, and they fear for their job security. Managers also may not know how to coach.

One of the best ways to address this problem is through enterprise agile training. Most companies make the mistake of focusing agile training only on teams. They embed agile coaches within teams, while managers receive no training.

Agile training will help managers understand their role in an agile organization. They will learn how to let go of control and start coaching. Sir John Whitmore, author of coaching for performance, defines coaching as “unlocking people’s potential to maximize their own performance” (Whitmore, J, 2017). By coaching and empowering self-organizing teams, management will help improve trust and agility. 

Team members

Agile teams are self-organizing. This means they don’t have a manager who is telling everyone what to do. For many organizations this is a paradigm shift. Employees might be used to a project manager who detailed everyone’s task in a Gantt chart. I’ve found that many employees who are new to agile, at first are uncomfortable with the vulnerability it requires.

Team members decide what they will work on in agile teams. They volunteer and rely upon one another to get work done. Trust is the absolute cornerstone to this way of collaborating. Team members must believe that each member of the team will carry their load. If team members feel that someone is slacking, trust will erode, as well as team performance.

Agile teams are also transparent. They expose their work on a task board, also called an information radiator. To do this, employees must trust that leadership will not misuse the task board. The task board is meant to provide transparency, not as a means for managers to micro manage teams.


Lack of trust is a killer to organizational agility. It is the responsibility of all employees to foster a culture of trust. Executives can help by getting engaged and promoting a fail fast culture. Managers must replace command and control with coaching and empowerment. Managers need agile training as much, if not more, than team members.  Last, team members need to be vulnerable so they can trust working with others in a transparent environment.

When trust levels are high, it will take your speed and agility to new heights like rocket fuel.

About the Author: Mike MacIsaac is the owner and principal consultant for MacIsaac Consulting. MacIsaac Consulting provides Agile Consulting, Agile Coaching and Agile Training. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

Merry Christmas and Happy New Year!

Thank you for your support in 2018. Wishing you and your family a Merry Christmas and a Happy New Year!

“Cultivate the habit of being grateful for every good thing that comes to you, and to give thanks continuously. And because all things have contributed to your advancement, you should include all things in your gratitude.” – RALPH WALDO EMERSON

Agile Pitfalls – How to avoid 3 common mistakes in an agile transformation

Agile transformation

I’m grateful to PM Network Magazine for publishing my article on Agile pitfalls. You can view the article in the December version of the magazine here

The article published by PM Network was a shortened version of my original white paper. Below is the paper in its entirety.

Three Common Pitfalls of Agile Transformation, and How to Avoid Them: By Mike MacIsaac

Agile transformation is becoming an increasingly high priority for companies. Everybody wants to be Agile, from start-ups to large enterprises. In today’s competitive global market, agility is critical for managing changing priorities. As an Agile delivery consultant, I’ve seen the struggles companies face when they set out to become Agile.

For the past ten years I’ve worked with a range of companies, across various industries. Their Agile transformation struggles tend to be similar. In this article I will discuss three common pitfalls I see, and advise on how to avoid them.

Before we can talk about transformation, we first have to answer the question: What does it mean to be Agile? Most people think of Agile as a way of developing software, but it is much more. Agile is a mindset. Agile is a different way of thinking and behaving from traditional management. Agile is putting client needs first. Agile is delivering value early, and often through the use of an iterative, experimental process.  Agile is innovating through self-organizing teams. Agile is all these things—and to better understand why companies need transformation, it helps to understand some history.

A Brief History of Agile

While Agile is the hot buzzword today, understandings of Agile benefits are not new. In fact, we can trace Agile roots back to the 1600s. Francis Bacon, an English scientist, developed a scientific method in 1620 which would later become the basis for the PDCA (Plan-Do-Check-Act) cycle. The PDCA cycle was used by Walter Shewhart and it was made popular by Dr. W. Edwards Deming. The concept was an iterative approach for improving products and processes. The continuous cycle of short iterations allowed for agility by adapting for change after each iteration. The PDCA cycle had a huge influence on Japan after WWII, as it helped improve production quality and automotive operations.

The most relevant step to agility in the PDCA cycle is step four, “Check.” The idea is to inspect and adapt. In Deming’s Out of the Crisis he writes, “Step 4 of the Shewhart cycle (study the results; what did we learn from the change?) will lead (a) to improvement of any state, and (b) to better satisfaction of the customer of that stage.” (Deming, 1986)  Notice that Deming puts emphasis on satisfying the customer. Customer satisfaction is at the heart of what Agile is all about.

Although Deming advocated Agile concepts throughout the 20th century, Frederick Taylor’s scientific management theory (referred to as Taylorism) was predominant in American business. Taylor’s approach was all about following rigid processes, with a top-down, command-and-control style of management. Managers told workers what to do, and workers followed orders. Taylor’s management theory helped propel the industrial revolution.

Taylorism ran into problems towards the end of the 20th century. The economy had changed and a new workforce emerged. Knowledge workers became the majority, replacing semiskilled workers. Knowledge workers couldn’t be managed the same way as the factory workers. Well renowned Austrian-born American management consultant Peter Drucker once said, “Workers through history could be ‘supervised.’ They could be told what to do, how to do it, how fast to do it, and so on. Knowledge workers cannot, in effect, be supervised.” (Drucker, 1993)

Taylorism worked well for workers on the factory floor, but not for knowledge workers who dealt with complex problems. In 1986, things changed when Hirotaka Takeuchi and Ikujiro Nonaka published a paper on a new way for product development (see “The New NewProduct Development Game,” HBR, Jan 1986). The paper was instrumental in kick-starting the modern Agile movement. Takeuchi and Nonaka described a new product development approach that looked more like rugby. Teams would pass the ball back and forth as they headed towards their goal. This was different from the traditional sequential approach to product development. This new rugby-like approach, made up of self-organizing teams, allowed for speed and flexibility. It enabled change throughout the product development process.

Fast forward to 2001, and a group of software developers got together at a ski lodge and created the Agile Manifesto. This was a declaration of guiding principles aimed at finding better ways to develop software. After 2001, the Agile delivery movement took off on a global scale.

Today, Agile practices are common, but many organizations still operate in the old world of Taylorism. Knowing they need to change, companies are trying hard to become Agile, but many still struggle. Here are three common pitfalls I see when companies set out for Agile transformation—and how to avoid them.

Pitfall 1, Not Having Goals

It’s amazing how many companies set off on a mission to become Agile without have any clear goals. If you ask their executives what their goals are, they’ll respond with something like “to be better at delivering software.” This response provides no specifics on what they are trying to achieve. It also doesn’t provide any sort of inspiration for the employees who will be in the trenches of the transformation.

One client I worked for made this mistake. Without clear goals, they couldn’t tell if they were improving. Employees became frustrated because they didn’t understand what they were trying to accomplish. This caused an unhealthy culture, contention among teams and gave Agile a bad rap. After about two years of little progress, the client finally realized they lacked goals.

Leaders need to take the time to define specific goals that align with the strategy of the company. They need to understand the value generated by an Agile transformation. An example might be something like the following:

“We need to double our production releases from four a year to eight. This will allow us to get new innovative products to market faster. It will also help us meet customer demands and increase market share by x.”

The example above gives a specific goal, with a clear end state. Once goals are defined, alignment needs to be created throughout the organization. A plan can then be put in place, putting the company in a much greater position for transformation.

Pitfall 2, Lack of Prioritization and Executive Sponsorship

I’m not going to sugarcoat it. If leadership is not on board, it’s going to be tough sledding.Leaders often underestimate what it takes for a successful Agile transformation.In a recent report by KPMG, lack of executive sponsorship was a top reason companies struggle with Agile transformation (see AchievingGreater Agility, PMI, Nov 2017). 

In another one of my client experiences, middle management continued to govern delivery teams with tight control. They did so because a) executives weren’t on board with change and b) management was afraid to give up control. Every important decision and process went through a board review and approval process. This of course did not promote a culture of empowerment and trust. It only frustrated and confused delivery teams. It wasn’t long before employees started to leave the company in search for more autonomy.  

Agile transformation is about changing culture. It’s going to take more than forming Agile teams and bringing in Agile coaches. Teams alone cannot change bureaucracy and culture. Leaders need to help remove impediments and promote a new culture built on openness and trust. “Senior executives need to communicate early and often at all levels of the organization to let their people know that the Agile journey will benefit all, and that it is OK for mistakes to be made as long as lessons are learned.” (Cullum, Bagg, Trivedi, Nov 2017)

Target Corp is a great example of the benefits of executive sponsorship. Target executives set out to transform the organization to Agile back in 2015, after the company took a big hit with a data breach. They’ve had great success. In 2017, Target’s CIO Mike McNamara gave a keynote at National Retail Federation (NRF)’s annual Big Show in New York. McNamara said, “What I’m perhaps most proud of is how our new way of working is taking root in other parts of Target, beyond technology teams.Agile sets us up for more innovation and for becoming a leader in how technology and data science can (and will) enhance the retail experience” (see “MikeMcNamara:Technology Transformation on Tap at NRF’s Big Show,”Target, Jan 2017).

Executives also need ensure the transformation a top priority for the company. Lack of prioritization is a common problem with transformations. McKinsey recently published an article in which they wrote “While it is completely OK to start the agile transformation within, say, a small part of the organization,it is important not to stop there and to treat it as a strategic priority for the enterprise. Taking agile beyond small experiments is where the real benefits arise” (see “How to Mess Up Your Agile Transformation in Seven Easy(Mis)steps,” McKinsey, April 2018).  

Pitfall 3, Putting Process over Behavior

Companies are usually quick to put Agile processes in place. If you walk around their offices, you will see task boards with sticky notes and teams having stand ups. They use popular software tools like VersionOne or Jira. From the outside they have all the appearances of being Agile. But if you look deeper, you may find that their behaviors and mindset have not changed. The common reason for this is fear. People are afraid they will be punished for making mistakes. They also don’t trust others enough to be transparent.

Agile values individuals and interactions over processes and tools. This is the first principle outlined in the Agile Manifesto. This is a human element in Agile that is so important, yet often overlooked. To be Agile, people need to talk to each other, and they need to be open and honest.

The best way to drive out fear is through leadership. Managers need to shift their mindset from command and control to coaching and mentoring. Companies need leaders who have strong emotional and social intelligence. With empathy, leaders can foster an environment where people feel safe to make mistakes.

There are various ways to improve emotional and social intelligence. There are learning and development programs available. Google uses a widely popular course called “Search Inside Yourself”. Daniel Goleman is an author and science journalist who offers a framework with coaching certifications.  Aside from development programs, companies should recruit for emotional and social intelligence. Many top business schools are now developing emotionally and socially intelligent leaders. Harvard Business School, for example, offers a program on authentic leadership. The program was started by Bill George, the ex Medtronic CEO and author of True North.


Agile is a different way of thinking and behaving. For companies attempting transformation, the following are three key areas to address: (1) There needs to be specific goals in place. The goals need to be a top priority in the company, and they need to align with the overall strategy. (2) Executive sponsorship is crucial for a successful transformation. (3)  In Agile, individuals and interactions are valued more than processes and tools. To drive out fear, you need leaders who have strong emotional and social intelligence to foster a culture of safety and trust.  

About the Author: Mike MacIsaac is the owner and principal consultant for MacIsaac Consulting. MacIsaac Consulting provides Agile Consulting, Agile Coaching and Agile Training. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

Search Inside Yourself To Unlock Your Full Potential

Search Inside Yourself

Heather Wray-Isquierdo, Tere MacIsaac, Mike MacIsaac

Last night my wife Tere and I attended a great event by the Minnesota High Tech Association (MHTA) and Women Leading in Technology (WLiT) program. The keynote speaker was executive coach Heather Wray-Isquierdo. Heather did a wonderful job! She explained the benefits of practicing mindfulness and emotional intelligence. She also provided easy to put in place techniques. You can learn more about Heather at her website.

“Search Inside Yourself” is a training program first developed at Google. The program aims at teaching mindfulness and emotional intelligence. The training has become popular and is now used in 30 countries around and the world and companies like Ford, LinkedIn and The New York Times. For more on the training, check out the Search Inside Yourself Leadership Institute.

With all the distractions and stress we face today, it’s becoming more important we learn how to quiet our minds. It’s ironic, the more technology advances, the more we see a need for basic human connection skills. Working in IT, I’ve been saying for a long time that we have a gap in emotionally and socially intelligent leadership. The notion that IT people only need to use left brain and analytical thinking is flawed. Technical knowledge and IQ are still important, but they are not enough.

Thank you to MHTA, WliT and Heather Wray-Isquierdo for putting on such a great event! Below are some pictures.

Tere and Mike MacIsaac

About the Author: Mike MacIsaac is the owner and principal consultant for MacIsaac Consulting. Mike provides leadership as an Agile Delivery Consultant and IT Project/Program Manager. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

3 Things You Can Count On The Best Project Managers To Do


I’ve always had a great deal of respect for project managers. Managing projects, especially IT projects, is challenging. It requires skilled individuals who are strong communicators and cool under pressure. They juggle competing priorities while managing personality conflicts and keeping stakeholders happy.

I’ve been fortunate enough to have worked with some great project managers. Over time I’ve learned there are three things you can count on them to do. Here they are:

1.   They provide clear communication – They keep stakeholders updated through easy to understand written and verbal communication. A lot of project managers struggle in this area, and for good reason. It’s difficult to provide an easy to understand update when managing complex projects. The tendency for project managers is to rush and write up a long email that gets down into the weeds. They think they’re doing a good job because they provided a lot of information. In fact, they leave people confused and frustrated. People don’t want to read a long email and figure out what it means.

2.   They take full ownership and drive the work – Projects are challenging and messy. If they weren’t, there wouldn’t be a need for project managers. Great project managers take stress of their bosses’ plate by taking full ownership. They will drive the project to completion. Yes, sometimes project managers will need help from leadership. When those times come, it’s important they ask for help. But most of the time, great project managers do whatever it takes to lead the project to success.

3.   They stay positive – If the project manager starts to get down and negative, the whole team will follow. It’s so important as a project manager to stay positive, even when the going gets tough. And, it will get tough. I’ve yet to experience any IT project that didn’t come with some level of stress or issues. Problems will come, but the project manager needs to stay positive. This is the essence of leadership. Collin Powell once provided a great lesson he learned on this from infantry school. They taught him: “no matter how cold it is, lieutenant, you must never look cold. No matter how hungry you all are, lieutenant, you must never appear hungry. No matter how terrified you are, lieutenant, you must never look terrified. Because if you are scared, tried, hungry and cold….they will be scared, tired, hungry and cold.”


Project management is difficult. If it wasn’t, there wouldn’t be such a large demand for project managers. If you are a project manager and you want to stand out from the crowd, focus on these three things. First, take the time to provide clear written and verbal communication. Second, take full responsibility to drive the project. Lastly, be positive, especially when things get tough.

About the Author: Mike MacIsaac is the owner and principal consultant for MacIsaac Consulting. Mike provides leadership as an Agile Delivery Consultant and IT Project/Program Manager. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

What Is Agile Transformation?

Check out my latest video on Agile Transformation. In this short video, I touch on the advantages of Agile Transformation. I also discuss the challenges and what leadership can do to help.

About the Author: Mike MacIsaac is the owner and principal consultant for MacIsaac Consulting. Mike provides leadership as an Agile Delivery Consultant and IT Project/Program Manager. Follow Mike on Twitter@MikeMacIsaac or visit Mike’s blog.

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