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Conversational Leadership is an emerging multidisciplinary practice. It is still in its infancy, barely ten years old. Not surprisingly, Conversational Leadership has two pillars, leadership and conversation. Let’s look at each in turn but keep in mind that although conversation and leadership are the bedrock of Conversational Leadership, it is far more than this. Leadership First, Conversational Leadership sees leadership as a practice and not as a position of authority, and we need to realize that leadership is a choice that we can all make. In a complex world, a single leader or manager does not have the ability to . . .
Have you ever had a conversation with someone you don’t respect?  Have you ever had a conversation with someone who doesn’t respect you? How are those conversations different from when you give and are given respect?  How willing are you to listen to the other person’s point of view?  How easy is it for you to share your point of view? How do you leave the conversation?  Happy? Frustrated?  Annoyed?  How willing are you to follow up on tasks that were discussed during the conversation?  How willing are you to have another conversation with that person? All of these questions . . .
As project managers, we’re taught “communicate, communicate, communicate.” Unfortunately, most communications are one-way pushes and miss the power of two-way conversations. Many conversations are serial monologues. Many of us tend to underestimate, or even fear, the power of conversations. Keep in mind the fact that each project worker has a different perspective and may or may not have the opportunity to reflect upon and share their perspective. There can be multiple “truths” at play with little time and opportunity to work through them. Communicating and deeply contacting each other through two-way conversations requires practice. Most of us rarely examine our . . .
Program Management and the associated Organizational Challenges Program management is reaching a stage of maturity where organizations worldwide are realizing the clear linkages between the program management discipline and their ability of achieving their most complex missions.  So why does program management matter? In this world of being continuously impacted by the enterprise environmental factors within the VUCA environment (Volatility, Uncertainty, Complexity, and Ambiguity), leaders are struggling with balancing excessive demands of their customers, developing internal talent, and the pressures to rethink the way of working and achieving superb outcomes at speed. The VUCA environment increases the strategic risks that . . .
Many centuries ago, the Master Builder method was how things were built. The architect and engineering functions were combined, and there was a single point of responsibility for managing design, risk, and construction of the project. Historically, a master builder was a central figure leading construction projects in pre-modern times.  It was a good system for the times. However, as time went by, the system began to unwind, responsibilities broken, and the critical components of risk management and constructability became major challenges that no one entity truly owned. The costs were difficult to control.  Eventually, it became clear that this philosophy was not the . . .