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…exceptional managers know that with great aspirations can come great difficulties.
|
|
 |
Projects are successfully completed by people – not by methodology or technology.
|
12 |
 |
Bright-light projects bring lots of pressure… However, much of it is self-imposed. This pressure leads to bad decisions and late surprises.
|
15 |
 |
Only by leading your unleadable self can you then prepare to lead the unleadable.
|
31 |
 |
To be able to best manager the mavericks, cynics, divas and other difficult people and situations, we have to first change our frames of reference in how we think about them.
|
34 |
 |
The exceptional leader is always looking for ways to create teams of people in which the team can figure out how to address the trouble without management involvement.
|
45 |
 |
…projects that start poorly and don’t recover fast enough will face the extra problem of attrition of top talent.
|
159 |
 |
I expect the leader responsible for any project to ensure that the project is starting from a foundation for greatness.
|
160 |
 |
Time the start [of a project] to enable momentum to build quickly.
|
162 |
 |
The lack of ability to say ‘no’ is what drives many projects to start so poorly.
|
167 |
