We all know that we are supposed to alter our management styles to suit the individual and the situation; however, knowing how to change our style can be a challenge. Leadership and management expert Paul B. Thornton has distilled the knowledge of many noted management gurus (such as Ken Blanchard and Peter Drucker) in his new book, The Big 3 Management Styles. This book describes the three main management styles (directing, discussing and delegating) that ALL managers and supervisors need to know to be successful in today's business world. Thornton explains how to use each style when communicating, setting goals, problem solving, coaching, and leading. Improve your ability to lead all types of employees in a fast-changing business environment by adapting your management styles. This book will tell you how.

The Big 3 Management Styles

Business & Money

Thornton, Paul B.

Management & Leadership

Multi-Media Publications Inc.

Save Time and Money with Agile Documentation Practices

Kevin Aguanno

Investing

When you're facing down a lion on the open savannah, automatic reactions hardwired into your system through eons of evolution can save your life. However, when you're trying to impress the CEO across a boardroom table, those same responses can cost you big time. So, how do you overcome your automatic reactions, retrain your brain, and outsmart evolution? By learning and using the techniques revealed in Thinking on Purpose for Project Managers: Outsmarting Evolution. This book will teach you: * How evolution has hardwired your brain to think on autopilot, using mindsets you don't know about to make decisions you don't control * How thinking on autopilot affects your performance results and ultimately your professional impact * How to identify and navigate around the "mindfields" of biases, emotions, and habits that cause these problems * The five-step Thinking On Purpose process that can help you take control of your thinking by learning when to "reset" versus "repeat" * A set of tools that can help you structure your thinking for better clarity and creativity * How to transform your team by helping them learn to think on purpose and create the mindset that there is no problem or adversity they cannot solve

Thinking on Purpose for Project Managers: Outsmarting Evolution

Richardson, Bill

Around the turn of the millennium, there was a poll conducted in Britain that asked who people thought was the most influential person in all of Britain's history. The winner: Winston Churchill. What set Churchill above the others was his leadership qualities: his ability to create and share a powerful vision, his ability to motivate the population in the face of tremendous fear, and his ability to get others to rally behind him and quickly turn his visions into reality. By any measure, Winston Churchill was a powerful leader. What many don't know, however, was how Churchill used his leadership skills to restructure the British military, government, and even the British manufacturing sector to support his efforts to rearm the country and get ready for an imminent enemy invasion in early 1940. Churchill started making massive changes immediately after his appointment as Prime Minister, with little time for preparation. That summer, British and German aircraft skirmished in the skies above Britain in preparation for a full German assault on the island nation. Churchill's adaptive sense-and-respond approach to the invaders made the Royal Air Force much more agile and responsive to the changing situation, allowing them to repel a much larger and better-equipped enemy. In addition, his changes to the manufacturing sector allowed the nation to dramatically speed up the production of new aircraft to replace their staggering losses. A lot can be learned about how Churchill managed this enormous change effort. Fortunately, documents and other evidence exists that explains how he did it. Join author Mark Kozak-Holland as he explores how Churchill acted as the head project manager of a massive change project that affected the daily lives of millions of people. Learn about Churchill's change management and agile management techniques and how they can be applied to today's projects.

Agile Leadership and the Management of Change: Project Lessons from Winston Churchill and the Battle of Britain

Kozak-Holland, Mark

Capital Project Cost Control

The leaders of the Roman Empire established many of the organizational governance practices that we follow today, in addition to remarkable feats of engineering using primitive tools that produced roads and bridges which are still being used today, complex irrigation systems, and even "flush toilets." Yet, the leaders were challenged with political intrigue, rebelling team members, and pressure from the competition. How could they achieve such long-lasting greatness in the face of these challenges? In this new addition to the Lessons from History series, join author Jerry Manas as he takes you on a journey through history to learn about project management the Roman way. Discover the 23 key lessons that can be learned from the successes and failures of the Roman leadership, with specific advice on how they can be applied to today's projects. Looking at today's hottest topics, from the importance of strategic alignment for your projects through to managing transformational change and fostering work/life balance while still maintaining overall performance, you'll find that the Romans already faced-and conquered-these challenges two thousand years ago. Read this intriguing book to learn how they did it.

Project Lessons from the Roman Empire: An Ancient Guide to Modern Project Management (Lessons from History)

Manas, Jerry

Globalization is more than simply off-shoring work or establishing government programs aimed at expanding trade. Pressures from emerging markets, converging markets, technology advances, customer demands, and resource availability have stimulated globalization as a strategy to improve business results. Globalization strategy, however, is worthless without effective execution in a globally distributed team environment. Based on the authors' personal experience and best practice research of leading global companies, Leading Global Project Teams: The New Leadership Challenge looks at effective global team leadership from a holistic perspective. Martinelli, Rahschulte, and Waddell show that globalization strategy and global execution must be tightly aligned. This means that global product and service development success is not the work of just one leader, but of many working as a collective, collaborative team that happens to be separated by distance, time, culture, and organizational position. This book answers the question "How does one effectively lead highly-distributed global teams to achieve the improved business results needed to compete in today's market?" by focusing on the responsibilities of the collective team - from senior managers, to project managers, to individuals who make up our globally distributed teams.

Leading Global Project Teams: The New Leadership Challenge

James M. Waddell

Russ Martinelli

Tim J. Rahschulte

President Barack Obama is a unique U.S. president. His heritage redefines diversity for American politicians. His abilities as a politician and leader often transcend description. He has become a uniquely-appealing political icon over a very short period of time. The world responded to his election with unprecedented enthusiasm, and as his presidency begins his legacy, he seems destined for great things to come. Much of Obama's personal appeal is his ability to relate to many different people from such a variety of backgrounds. Although, we might never be able to truly define Obama, learning to understand him better can help us better understand great leaders. Regardless of our politics, race, or position in life, he clearly demonstrates many leadership aspects that we can learn to mimic in order to build our own leadership skills. This book analyzes many of Obama's leadership skills using a framework that can be used for our own skills development activities. As an added bonus, the book includes 101 different ways of defining Barack Obama as a leader.

Defining Obama: Leadership Perspectives of the First African-American President of the United States

Garber, Peter R.

The Voice of the Customer for Product Development allows product teams to effectively capture and use customer requirements. Developed by product development veterans, this guide includes a vast collection of process maps, tools and interactive templates with examples and step-by-step instructions. With this guide at your disposal, you will be equipped to immediately start unveiling important stated and unstated customer requirements and transform them into high-impact products. Benefits of this 256-page, full-color book include: - It's a step-by-step "how-to" guide. It provides all the processes, tools and templates that you need to plan and execute a requirements gathering program from beginning to end - even in chaotic environments. - It helps you focus your effort on creating superior customer value. - It's been field-tested and continuously improved over many years with actual product teams to ensure effectiveness and immediate applicability in the real world!

The Voice of the Customer in Product Development (4th Edition)

Campos, José

Balland, Jean-Claude

The Pyramid of Giza, the Colosseum, and the Transcontinental Railroad are all great historical projects from the past four millennia. When we look back, we tend to look at these as great architectural or engineering works. Project management tends to be overlooked, and yet its core principles were used extensively in these projects. This book takes a hard look at the history of project management and how it evolved over the past 4,500 years. It shows that "modern" project management practices did not just appear in the past 100 years but have been used - often with a lot of sophistication - for thousands of years. Examining archaeological evidence, artwork, and surviving manuscripts, this book provides evidence of how each of the nine knowledge areas of project management (as shown in PMI's PMBoK® Guide) have been practiced throughout the ages. The book covers the period from the construction of the ancient pyramids up to the 1940s. A future companion volume will cover more recent developments during the war years and the technology boom leading up to the present. As readers explore the many case studies in this book, they will discover fascinating details of innovative projects that produced many of our most famous landmarks and voyages of discovery.

The History of Project Management (Lessons from History)

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