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PMO | How to Stay Professional at Work6/25/2000 A simple list to remember:
Editor’s Notes: Arriving at the company with beautiful campus is exciting.
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PMO | How to Get to Know People6/18/2000 Project managers have to be able to connect with everyone in the team. Knowing people is not limited to respecting people when working together. The ultimate goal is to build trustworthy relationships to get things done effectively and achieve long-term success. Getting things done with a team requires knowing people by their names, what they are good at, their roles in the project, and what they care about.Knowing people by their names means you need to be able to talk about them by their full name during any business discussion, along with a summary of what they do. We also need to know who they work with to get a bigger context of our engagement. What people are good at refers to people's domain areas where you decide if they are the right person to work with. This requires us to proactively connect with them to collect all the necessary information to prepare for our engagement. What people care about is directly related to their motivations and concerns. Ask questions to find out the details of building a strong partnership. People's relationships are not built overnight. We need to establish the foundation and structure our partnership gradually. In summary, the Key Takeaways of our discussion lead to the following actions:
Editor’s Notes: Building meaningful relationships at work is crucial. The fundamental principle is to provide valuable service and meet customer needs. The most important thing is not where you were or are right now but where you want to be. Goals define your future position. The most powerful question to ask when setting goals or New Year's resolutions is, "What do I want to be in 10 years?" Describing the details can help make your vision clearer. Then ask the following questions:
 "Teachers won't make yousmart. Mentors won't make you rich.Trainers won't make you fit. People can help you, but growth is your responsibility.' Staying true to yourself is the first principle when planning for career growth. It means being honest about who you are, what you are good at, and what you truly want. To answer these questions, we can ask three simple questions:
What we can do refers to expertise, including both technical and soft skills. Technical skills refer to the techniques and tools we can proficiently utilize at work. Core soft skills include time management, influencing, and negotiation. The key is to ensure that the domain expertise aligns with the career needs, which also empowers us with confidence. Then, moving forward with constant questioning what I can do more and better? Who Do We Know focuses on the social network that can support our professional journey. It's not just about the number of connections, but the quality of those relationships. A strong network is built on trust and collaboration, providing reassurance and security as we progress in our careers. How We Work with Others requires us to be open-minded, understand others' perspectives, embrace new knowledge, and collaborate effectively by sharing our opinions and supporting our organization's growth. In summary, the exploration begins with understanding our abilities and potential for growth, knowing our social connections, and learning how to collaborate effectively with others. While our careers might not always follow the path we planned, these fundamentals clarify goals and guide through making the best decisions for the future. |