Leadership Skills For Project Managers

🧭 How To Manage Challenging Stakeholders and Influence Without Authority (free eBook, 95 pages) (https://lnkd.in/e6RY6dQB), a practical guide on how to deal with difficult stakeholders, manage difficult situations and stay true to your product strategy. From HiPPOs (Highest Paid Person’s Opinion) to ZEbRAs (Zero Evidence But Really Arrogant). By Dean Peters. Key takeaways: ✅ Study your stakeholders as you study your users. ✅ Attach your decisions to a goal, metric, or a problem. ✅ Have research data ready to challenge assumptions. ✅ Explain your tradeoffs, decisions, customer insights, data. 🚫 Don’t hide your designs: show unfinished work early. ✅ Explain the stage of your work and feedback you need. ✅ For one-off requests, paint and explain the full picture. ✅ Create a space for small experiments to limit damage. ✅ Build trust for your process with regular key updates. 🚫 Don’t invite feedback on design, but on your progress. As designers, we often sit on our work, waiting for the perfect moment to show the grand final outcome. Yet one of the most helpful strategies I’ve found is to give full, uncensored transparency about the work we are doing. The decision making, the frameworks we use to make these decisions, how we test, how we gather insights and make sense of them. Every couple of weeks I would either write down or record a short 3–4 mins video for stakeholders. I explain the progress we’ve made over the weeks, how we’ve made decisions and what our next steps will be. I show the design work done and abandoned, informed by research, refined by designers, reviewed by engineers, finetuned by marketing, approved by other colleagues. I explain the current stage of the design and what kind of feedback we would love to receive. I don’t really invite early feedback on the visual appearance or flows, but I actively invite agreement on the general direction of the project — for that stakeholders. I ask if there is anything that is quite important for them, but that we might have overlooked in the process. It’s much more difficult to argue against real data and a real established process that has led to positive outcomes over the years. In fact, stakeholders rarely know how we work. They rarely know the implications and costs of last-minute changes. They rarely see the intricate dependencies of “minor adjustments” late in the process. Explain how your work ties in with their goals. Focus on the problem you are trying to solve and the value it delivers for them — not the solution you are suggesting. Support your stakeholders, and you might be surprised how quickly you might get the support that you need. Useful resources: The Delicate Art of Interviewing Stakeholders, by Dan Brown 🤎 https://lnkd.in/dW5Wb8CK Good Questions For Stakeholders, by Lisa Nguyen, Cori Widen https://lnkd.in/eNtM5bUU UX Research to Win Over Stubborn Stakeholders, by Lizzy Burnam 🐞 https://lnkd.in/eW3Yyg5k [continues below ↓] #ux #design

Innovation is the lifeblood of progress, but it doesn’t happen by chance. It’s cultivated in environments where team members feel safe to share ideas and challenge the status quo. Creating a culture of innovation means nurturing an environment where bold ideas can flourish. It’s about openness, diverse perspectives, and the freedom to experiment. When people feel empowered to speak up, creativity thrives, and true innovation follows. So, how do you create such a culture? 1️⃣ Embed a Growth Mindset: Encourage continuous learning and development across all levels of the organization. Provide resources for professional growth and celebrate learning milestones, fostering an environment where knowledge and skills are constantly evolving. 2️⃣ Facilitate Cross-Functional Collaboration: Break down silos and encourage teams from different departments to work together. Cross-functional projects can bring fresh perspectives and spur innovative solutions that wouldn’t emerge in isolation. 3️⃣ Implement Structured Feedback Mechanisms: Establish regular feedback processes focused on constructive criticism and actionable insights. Ensure psychological safety so team members feel secure, viewing feedback as an opportunity for growth rather than critique. 4️⃣ Encourage Calculated Risks: Promote a culture where calculated risks are welcomed. Empower your team to explore new ideas and approaches without fear of failure. Recognize and reward innovative efforts, even when they don’t result in immediate success. By embedding these principles into your organizational culture, you can pave the way for continuous growth and success. Let’s create spaces where innovation is not just an aspiration but a tangible reality. #Leadership #Innovation #FutureOfWork

I was Wrong about Influence. Early in my career, I believed influence in a decision-making meeting was the direct outcome of a strong artifact presented and the ensuing discussion. However, with more leadership experience, I have come to realize that while these are important, there is something far more important at play. Influence, for a given decision, largely happens outside of and before decision-making meetings. Here's my 3 step approach you can follow to maximize your influence: (#3 is often missed yet most important) 1. Obsess over Knowing your Audience Why: Understanding your audience in-depth allows you to tailor your communication, approach and positioning. How: ↳ Research their backgrounds, how they think, what their goals are etc. ↳ Attend other meetings where they are present to learn about their priorities, how they think and what questions they ask. Take note of the topics that energize them or cause concern. ↳ Engage with others who frequently interact with them to gain additional insights. Ask about their preferences, hot buttons, and any subtle cues that could be useful in understanding their perspective. 2. Tailor your Communication Why: This ensures that your message is not just heard but also understood and valued. How: ↳ Seek inspiration from existing artifacts and pickup queues on terminologies, context and background on the give topic. ↳ Reflect on their goals and priorities, and integrate these elements into your communication. For instance, if they prioritize efficiency, highlight how your proposal enhances productivity. ↳Ask yourself "So what?" or "Why should they care" as a litmus test for relatability of your proposal. 3. Pre-socialize for support Why: It allows you to refine your approach, address potential objections, and build a coalition of support (ahead of and during the meeting). How: ↳ Schedule informal discussions or small group meetings with key stakeholders or their team members to discuss your idea(s). A casual coffee or a brief virtual call can be effective. Lead with curiosity vs. an intent to respond. ↳ Ask targeted questions to gather feedback and gauge reactions to your ideas. Examples: What are your initial thoughts on this draft proposal? What challenges do you foresee with this approach? How does this align with our current priorities? ↳ Acknowledge, incorporate and highlight the insights from these pre-meetings into the main meeting, treating them as an integral part of the decision-making process. What would you add? PS: BONUS - Following these steps also expands your understanding of the business and your internal network - both of which make you more effective. --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

In my early career, I thought networking was all about building as many connections as possible. But I quickly learned that effective networking isn't about the quantity of your connections—it's about the quality. Throughout my career, the connections that have truly made a difference weren’t the ones where I just asked for help—they were the ones where I made it easy for others to want to help me. If you want to make others genuinely want to help you, it’s crucial to move beyond simply asking for favors. Instead, focus on creating value and building relationships where both parties benefit. So, how can you do the same? Here are four tactical tips to help you network effectively: ✅ Do Your Homework Before reaching out, research the person or company you’re interested in. Understand their work, challenges, and how you can add value. For instance, instead of asking a connection for job leads, do your own research first. Identify specific roles and companies you’re targeting, and then ask if they can help with an introduction. This approach shows initiative and respect for their time. ✅ Be Specific in Your Ask Whether you’re asking for an introduction, advice, or a referral, be clear and concise about what you need. For example, instead of asking, “Do you know anyone hiring?” say, “I noticed [Company Name] is looking for a [Role]. Would you be open to introducing me to [Person]? I’m happy to send you my resume and a brief write-up you can pass along, too.” This shows that you’ve taken the initiative and makes it easier for your contact to say yes. ✅ Offer Mutual Value When requesting a meeting or advice, frame it as a two-way conversation. Instead of saying, “Can I pick your brain?” try something like, “I’d love to exchange ideas on [specific topic] and share some strategies that have worked for me.” This not only makes your request more compelling but also positions you as someone who brings value to the table. ✅ Follow Up with Gratitude After someone has helped you, don’t just say thank you and disappear. Keep them in the loop on how their help made an impact. Whether you got the job, secured the meeting, or just had a great conversation, let them know. This closes the loop and makes them more inclined to help you in the future. Your network is one of your greatest assets—nurture it well, and it will be there for you when you need it most. What’s one networking tip that’s helped you build stronger connections? *** 📧 Want more tips like these? Join Career Bites - free weekly bite-sized tips to supercharge your career in 3 minutes or less: lorraineklee.com/subscribe 📖 You can also get behind-the-scenes stories, updates, and special gifts for my upcoming book Unforgettable Presence: lorraineklee.com/book

As CEOs, we must serve as the catalyst for our organizations, shaping the narrative and leading with a strong communication strategy. In my experience as the CEO of two hospitals, I’ve learned that the role requires navigating a complex web of stakeholders—investors, employees, customers, doctors and governments—each with distinct needs and expectations. To manage these diverse constituencies, I follow the EDGE framework, which highlights four key principles: 1. Expanded Perspective: As the public face of the organization, every word and action carries weight. CEOs must consistently think of themselves as bridges to the outside world, aware that their communication has far-reaching effects beyond internal operations. 2. Distinctive Leadership: Focus on what only the CEO can do. While many tasks can be delegated, critical messaging and direction should come directly from the top to reinforce the CEO’s authority and vision. 3. Growth-Oriented Mindset: Effective leaders communicate with a focus on growth, highlighting not just the organization's current value but its future potential and societal contributions. It’s crucial to embed this in every external interaction. 4. Engagement with Empathy: Beyond influencing, truly understand the perspectives of your stakeholders. Meeting them where they are and working from their vantage point fosters stronger, more meaningful relationships. In summary, by following these principles, CEOs can drive positive impact and ensure their organizations are positioned for sustainable success.

The gap between good decisions and great ones often comes down to the questions we ask ourselves. 31% reduced confirmation bias. 39% improved argument quality. 43% greater hypothesis flexibility. These aren't just statistics. They're evidence of how the right questions can completely reshape your thinking. We're not in an era where critical thinking is optional. We're in a time where it's the difference between leading and following. The most powerful questions aren't complicated. They're precisely targeted to counteract our cognitive blind spots. Here are five backed by research: 🔹 "What would make me wrong about this?" Counteracts confirmation bias by forcing you to seek disconfirming evidence. Journal of Business Research shows this simple question improved decision accuracy by 26%. 🔹 "What's the strongest case against my position?" Develops intellectual empathy by steelmanning opposing views. Stanford University studies found this practice increased persuasiveness by 27%. 🔹 "What information would change my conclusion entirely?" Prevents overconfidence in limited evidence. Princeton University research shows this question improved the incorporation of new evidence by 51%. 🔹 "Whose perspective am I not considering?" Reveals blind spots and prevents echo chamber thinking. MIT Sloan School of Management research found this improved solution quality by 28%. 🔹 "How would I think about this if it weren't my idea?" Creates psychological distance from your own ideas. Organizational Research showed this reduced unhelpful attachment by 47%. The world doesn't just need more information processors. It requires more nuanced thinkers who can navigate complexity with clarity and objectivity. That's the mindset we're helping build - for leaders who want to make decisions they won't regret tomorrow. Coaching can help; let's chat.  Follow Joshua Miller 𝗟𝗶𝗸𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱 𝗯𝘂𝘁 𝘄𝗮𝗻𝘁 𝗺𝗼𝗿𝗲? 🚀 Download Your Free E-Book:  “𝟮𝟬 𝗦𝗺𝗮𝗹𝗹 𝗦𝗵𝗶𝗳𝘁𝘀 𝗧𝗵𝗮𝘁 𝗟𝗲𝗮𝗱 𝘁𝗼 𝗕𝗶𝗴 𝗟𝗶𝗳𝗲 𝗖𝗵𝗮𝗻𝗴𝗲𝘀” ↳ https://rb.gy/37y9vi #executivecoaching #criticalthinking #careeradvice

In complex times, it’s not just creativity that wins—it’s CREATIVITY x FOCUS. I once worked with a leader who was wildly creative. Every meeting was a brainstorm. Every brainstorm… well, sometimes more of a rabbit hole than an ideation session. Their team had intermittent successes. But as the market tightened and resources thinned, their team stalled. There were simply TOO MANY ideas. And not enough action. Contrast that with an innovation leader I recently coached. She had that same spark—but she anchored it in clarity. Clarity about her strategy. Clarity about her customer. And in turn, clarity about the value her idea could deliver. The result? Speed. Traction. And a team that felt energized, not overwhelmed. Because in complex environments, creativity without focus? It’s like drinking from a firehose. But focus amplifies creativity. It filters. Sharpens. Aligns. And that’s where real magic happens. Focus x Creativity = Velocity + Value Feeling the swirl right now? Try this: —> Get clear on your north star (your customer’s need AND your org’s core strategy). —> Use it to focus your next idea sprint or team brainstorm. —> Then watch creativity turn into meaningful progress—not just motion. What’s one way you stay focused when things get noisy? #innovation #focus #creativity #leadership #jugaad #doingbetterwithless #keynote

Does your role involve responsibilities without requisite authority? How often have you had to influence stakeholders? Influencing skills repeatedly come up in my coaching conversations with clients. Leaders face the challenge of driving change when they don’t have direct control. The struggle can come from a common misconception: You may think Influence is about persuasion when, in reality, it’s more about perception. You focus on crafting the perfect argument, assuming logic will prevail, whereas Influence is more about how the other person experiences your ideas. If they resonate, they will lean in and want to know more. However, even the most innovative idea will face resistance if they feel pushed, dismissed, or threatened. Last year, I coached a CXO struggling with this challenge. He was passionate about a project and wanted it rolled out fast, but stakeholders pushed back, insisting the pace of change would disrupt business and create confusion. Instead of debating, he met with each stakeholder, heard their concerns, and understood their perspectives. Using insights from those conversations, he modified his plan, reframed his ideas in their language, and showed how it solved their pain points rather than disrupting them. Finally, he started small and offered them a pilot version of the project instead of a full rollout. Over time, as they saw the results come in, one by one, they acknowledged the benefits and became active advocates. To get through, begin by making the stakeholders feel heard and understood. Here are three ways you can do that: ▷ Get curious about their resistance. Fear of change? Loss of control? Competing priorities? ▷ Speak their language. People don’t change for your reasons; they will change for theirs. Show them how they win. ▷ Make it safe to say yes. Big changes trigger big resistance. Small wins build momentum. People trust and respect you as they feel heard. When you know how to position ideas effectively, you don’t have to rely on authority and can drive change from any seat at the table. Earlier in the post, I said that you may think Influence is about persuasion when it’s more about perception. Another way to look at this is that Influence is about positioning. The less the stakeholders feel pushed, the more they lean in. What are your strategies for influencing when you have no authority? #InfluencingSkills #LeadershipDevelopment #ExecutiveCoaching

🔹 Applied Critical Thinking in Leadership Decision-Making: A Key To Success in Any Complex Business Environment "Many people believe they are thinking when they are merely rearranging their prejudices." Leaders must challenge their own biases and assumptions to drive innovation, navigate uncertainties, and outmaneuver competitors. Applied critical thinking is a critical skill for effective leadership. A reliable, battle tested method to cultivate this thinking is **Red Teaming**, a concept rooted in military strategy. Red Teaming involves creating an independent group (the Red Team) to challenge an organization's plans, strategies, and assumptions critically. This adversarial approach helps expose blind spots, identify weaknesses, and foster a culture of continuous improvement. 🔸 Why Red Teaming? 1. Uncovers Blind Spots: By challenging assumptions, leaders can identify issues that may not be apparent in regular planning processes. 2. Enhances Decision Quality: Diverse perspectives from a Red Team ensure decisions are well-rounded and robust. 3. Promotes Agility: It prepares organizations to anticipate and adapt to unforeseen challenges and threats. 4. Builds a Culture of Constructive Dissent: Encourages open dialogue and critical evaluation, essential for innovation and growth. Real-World Examples Google: Google’s “X” – the moonshot factory – is a prime example. Teams are encouraged to think out-of-the-box and challenge traditional paradigms, with a dedicated group focusing on finding flaws in their ambitious projects. Amazon Amazon uses Red Teaming to rigorously test its security infrastructure. They invite external hackers to test their systems, exposing vulnerabilities that internal teams might miss. Netflix Netflix’s culture of freedom and responsibility includes Red Teaming to enhance their decision-making. Teams are empowered to question and critique strategies, leading to more innovative and well-considered decisions. Implementing Red Teaming in Business 1. Form a Diverse Red Team : Include members with varying expertise and perspectives. 2. Create a Safe Environment: Ensure psychological safety, where team members feel comfortable voicing dissenting opinions. 3. Structure the Process: Use structured methodologies to evaluate strategies and decisions systematically. 4. Regular Reviews: Integrate Red Teaming into regular strategic planning cycles. Oxford Leadership can help you implement Red Teaming and critical thinking into your organizational culture Reach out to Oxford Leadership if you are ready for your leaders to move beyond rearranging their prejudices, towards genuine, strategic thinking that drives sustained success. Contact@oxfordleadership.com www.oxfordleadership.com #Leadership #CriticalThinking #RedTeaming #BusinessStrategy #Innovation #VUCA #LeadershipDevelopment

If you’re trying to foster innovation but feel stuck, You are DEFINITELY not alone. Here’s what to do: A fascinating insight from leaders like Satya Nadella, Elon Musk, and Amy Edmondson highlights a key truth: Innovation doesn’t just happen—it’s cultivated. The challenge? Most organizations struggle to create an environment where creativity thrives and risks are managed effectively. Here’s what’s holding innovation back: • Fear of failure stifles creativity – Teams hesitate to take bold steps when failure is punished rather than seen as a learning opportunity. • Creativity is left to ‘creative people’ – Innovation isn’t just for a select few; every team member should feel empowered to contribute. • New ideas lack structured support – Without a framework for brainstorming, testing, and iterating, promising ideas never get off the ground. The result? Companies miss out on game-changing innovations because the culture discourages experimentation. There’s good news, though. You don’t need unlimited budgets or cutting-edge tech to build a culture of innovation—just the right mindset and leadership approach. Here’s how to get started: 1️⃣ Adopt a “Fail Fast” Mindset Innovation requires risk, but the key is failing fast and pivoting quickly. Encourage teams to test ideas rapidly, recognize setbacks early, and adapt. The faster you learn, the faster you innovate. 2️⃣ Create Psychological Safety Amy Edmondson’s research proves that innovation thrives when employees feel safe to voice ideas and challenge assumptions. Model vulnerability as a leader, welcome diverse perspectives, and reward curiosity over certainty. 3️⃣ Structure Creativity, Don’t Stifle It Edwin Catmull’s Braintrust at Pixar proves that great ideas don’t emerge randomly—they need structured opportunities. Set up brainstorming sessions with clear guidelines to encourage input from all voices, not just the loudest ones. 4️⃣ Manage Innovation Risks Wisely Innovation without direction can lead to chaos. Follow the approach of Microsoft and Tesla: Balance risk with strategy – Don't fear failure, but ensure each experiment has clear learning outcomes. Encourage a growth mindset – Frame failures as stepping stones, not roadblocks. Innovation isn’t about chasing the next big idea—it’s about creating an environment where ideas can flourish, evolve, and drive impact. This isn’t easy. But leaders who get it right unlock extraordinary results. What’s been your experience? Repost to share with others, and follow Anand Bhaskar for more insights like this. —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #Innovate #Growth #FailFast #LeadBold #Create