There are many strategies one can implement to improve your project management skills as long as you remember to keep a balance between hard skills and soft skills.
Hard skills are easier to learn and refer to tangible technical skills like scope management, planning and scheduling and assessing and responding to risks. On the other hand, soft skills are more difficult to teach, because they are less tangible and harder to quantify and measure. They refer to skills such as empathy, influence and emotional intelligence.
Top 3 Tips for improving Soft Skills
Make the commitment to learn and improve
Put yourself in situations where you can practice
Evaluate your progress and adjust as needed
Hard and Soft Skills Balance Infographic
Below you will find an Infographic from Brandeis University explaining these concepts really well.
There are many possible topics covered in the Project Management Professional (PMP)® Exam. Undoubtedly you would use the Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition as your primary resource as it is the globally recognized standard and guide for the project management profession. However, it does not cover every possible topic that the PMP Exam may touch on. One of those topics is Opportunity Cost.
Here we will explain why as a project manager you need to understand Opportunity Cost, beyond that it may be on the PMP Exam, and what exactly Opportunity Cost is. We will also give an example of an Opportunity Cost question.
Project Selection
Why does a Project Manager need to understand Opportunity Cost? It is very possible as a Project Manager you will be charged with project selection at some point in your career. You will need to make sure you evaluate and select projects based on your organization’s goals and needs to ensure returns are maximized as well as opportunity costs are minimized. As part of the project selection process you will need to evaluate where to best utilize valuable resources such as specific skill sets, time and money. Allocating these resources to a specific project prevents their use for other projects at the same time, after all an organization only has so many resources and needs to take on projects with the highest potential for success and the greatest return.
Potential Future Return
What is Opportunity Cost? Opportunity cost is the loss of potential future return from the second best unselected project. In other words, it is the opportunity (potential return) that will not be realized when one project is selected over another. For example if Project X has a potential return of $25,000 and Project Y has a potential return of $20,000, then selecting Project X for completion over Project Y will result in an opportunity cost of $20,000. That is the “loss” of not completing Project Y.
Sample Exam question
Herewith an example of a PMP Exam sample question around Opportunity Cost:
“You are part of a project selection team evaluating three proposed projects and you need to select the project that would bring the best return for the organization. Project A has an NPV of $25,000 and an IRR of 1.5, Project B has a NPV of $30,000 and an IRR of 1.25, and Project C has an NPV of $15,000 and an IRR of 1.5. What would be the opportunity cost of selecting Project B over Project A?”
$15,000
$5,000
$25,000
$30,000
The correct answer is C. Opportunity Cost is the potential return of the project not selected. In this case we did not select Project A, so it is $25,000. There is extra unrelated information in this question; IRR is not relevant when evaluating opportunity cost. Once all of the unnecessary information is filtered out the questions is simply asking what is the dollar value associated with Project A.
Opportunity Cost simply comes down to the benefits or returns that are passed up when one project is selected over another.
Understanding what Opportunity Cost is may or may not be necessary when taking the PMP Exam. Even if questions about Opportunity Cost are not on your PMP Exam it is still important for you as a Project Manager to understand Opportunity Cost as it is a method for selecting one project over another especially when valuable resources are limited.
In my current position at a big Retail Organisation, I frequently need to mentor project managers who are new to the project management profession. They are highly committed to being successful, but they need guidance and support from their managers as well as their peers to learn what is expected from them as project managers. They learn mostly from practice and over time they see that they are capable and like doing it.
In this article you will find 10 skills which are critical competencies to develop in order to become proficient in your path to success. It’s important to know what your strengths and skills are and if they match the skills needed to be a successful project manager.
#1 Be a Leader and a Manager
Leaders share and communicate a common vision (future state or end goal); they gain agreement and establish the future direction. They motivate others.
Managers are results driven and focus on getting work done against agreed requirements. A good project manager will constantly switch from a leader to a manager as situations require.
#2 Be a Team Builder and a Team Leader
Projects are often cross-functional in that they use people who may not have worked together before. It is up to the project manager to set the atmosphere of the team, and to lead them through the various team development phases to the point where they perform as a team.
#3 Be an Excellent Communicator
Being a communicator means recognising that it’s a two-way street. Information comes into the project and information goes out of the project. All communications on your project should be clear and complete.
As a project manager you will have to deal with both written and oral communications. Some examples are documents, meetings, reviews, reports, and assessments. A good mental guideline is “who needs this information, who gathers and delivers it, when or how often do they need it, and in what form will I give it to them”.
#4 Be a Good Organizer
Let’s just think of all the aspects on a project you will need to organize. Start with project filing including all documentation, contracts, e-mails, reviews, meetings, specialist documents, requirements and specifications, reports, changes, issues, risks, etc.
It’s almost impossible to stay organized without having Time Management Skills – so add this to your list!
#5 Be a Competent and Consistent Planner
The skill of planning can’t be underestimated (and neither can estimating!). There are known and logical steps in creating plans. As a project manager you will certainly own the Project Plan, but it must be created with input from the team. Examples are Project Schedules, Test Plans, Risk Management Plans, Hand-over Plans, Benefit Realisation Plans, etc. As long as you’re aware that planning should become second nature to you.
#6 Be a Problem Solver
Fortunately, this is a skill that can be learned.
Firstly, you need to identify the possible ’causes’ that lead to the problem ’symptom’. Causes can come from a variety of sources, some are:
interpersonal problems
internal sources
external sources
technical sources
management sources
communication
opinions or perceptions or politics
Having found the root causes, the next step is to analyze possible options and alternatives, and determine the best course of action to take in order to resolve the problem(s).
#7 Be a Negotiator and Influencer
Negotiation is working together with other people with the intention of coming to a joint agreement. And for all these you need to have some influencing skills. Influencing is getting events to happen by convincing the other person that your way is the better way – even if it’s not what they want. Influencing power is the ability to get people to do things they would not do otherwise.
#8 Set Up and Manage Budgets
At the heart of this is the skill of estimating – particularly cost estimates. Nearly always the project manager will need certain knowledge of financial techniques and systems along with accounting principles.
Part of the Project Plan will be something called the Cost Plan or often called the Project Budget. This will show the planned cost against a time-scale. The PM will want to get involved in purchasing, quoting, reconciling invoices, time sheets, etc.
The project manager then needs to establish what has actually happened as opposed to what was planned and to forecast the expected final costs. This will need to be communicated in status reports and to the Sponsor and Steering Committee.
#9 Customer First Orientation
A good project manager always puts the customer first. You need to understand the customer’s perspective regarding the project. Through empathy and alliance with the client you can manage expectations better and ensure complete customer satisfaction at the end of the project. This is possible even if the project runs over budget or over time.
#10 Knowledge of the Industry and Technology
It’s really advantageous to have technical knowledge relevant to the industry you’re working in. Without needing to be an expert, you need to be up to date with the specific industry issues and technologies important to the project you are managing.
Within these competencies there are numerous behaviours that are dependent on your level of maturity, life experience and emotional intelligence. This is not always possible to fast-track, but will come through years of experience.
One of my favourite motto’s I want to leave with you, that has always helped me on projects, are:
“always be planning, always be communicating and always be building relationships”.
Let us know in the comments what your biggest frustrations are. If you’re an experienced PM reading this, share with us some of your wisdom.
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The traditional methods used in the practice of project management are hindered by a number of drawbacks, which become more pronounced when trying to satisfy the needs that more complex projects often demand.
This article looks at how Agile Project Management aims to address these shortcomings with a more flexible and interactive model which allows an adjustment to requirements and scenarios in a more bespoke way, allowing the user more creativity and a greater level of control.
For an in-depth look of the Agile project management approaches, benefits and challenges, I recommend the Agile Project Management Guide from Simplilearn.
As you will read, one of the founding principles of the system and fundamental differences between Agile and traditional project management is the fact that it focuses on people, relationships and working software as opposed to processes and tools.
Please let us know in the comments what you think and feel free to share the Guide.
From the historic use of project management to build the Pyramids of Egypt and the Great Wall of China, to present day domain knowledge, to the future outlook of project management, this Infographic provides an interesting overview from a UK and International perspective.
Discover more about the PM industry like Professional Bodies and membership, Accreditations, the top sectors requiring specialised domain expertise and the most used PM Methodologies. Lastly a look at the future of Project Management and the importance of developing the entrepreneurial Project Manager.
Project Management Timeline – An infographic by the team at Telegraph Courses
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Most experienced project managers know the importance of Emotional Intelligence. Emotional Intelligence can be defined as:
“Awareness of one’s own emotions and moods and those of others, especially in managing people.” Source: Collins English Dictionary
Emotional intelligence is often what differentiates great leaders from the people they lead.
Four Pillars
There are generally four pillars associated with Emotional Intelligence, namely:
Self awareness – ability to recognize and monitor our thoughts and feelings.
Self management – ability to think before acting.
Social awareness – being aware of the emotional condition of others.
Social skill – ability to manage groups of people (project teams), building social networks, finding common ground with stakeholders, building rapport.
Don’t get me wrong – I also firmly believe Project Managers, as all people in life, should always be brutally honest!
But do we practice what we preach? Is it still possible and wise to act with integrity in today’s world?
Can you honestly say as a project manager that you always and under all circumstances conduct yourself with honesty and integrity? To me it seems that taking responsibility, respecting others, fairness, and honesty have become virtues that we only subscribe to when it suits us.
None is righteous, no, not one
Sometimes one wonders if even the people that are seen as beacons of honesty and integrity are always that honest. It is so easy to tell a white lie, of course only to save somebody else’s feelings – and most of the time that “somebody else” being ourselves.
Big sins and little sins
It is also so easy to state a half-truth or “forget” to mention the bad news while bluffing ourselves that it is for the best in the greater scheme of things. And what about our duty to understand the truth – when we realise that we acted honestly and in good faith, but that we were mistaken? Does the old saying: ”When an honest man discovers he is mistaken, he will either cease being mistaken, or cease being honest” then also apply to us?
No good deed goes unpunished
Then we also need to consider the practicality of being honest. What will happen to me if I do act with honesty and integrity? Will I be praised and possibly be rewarded by the powers to be in my company? Or will nothing be said publicly while my future prospects dwindle away? As Napoleon Bonaparte once said: “The surest way to remain poor is to be an honest man.”
PMI Code of Ethics and Professional Conduct
How are we supposed to conduct ourselves as Project Management Professionals? Of course we all know that we should abide by our code of ethics. But do we really take it serious? Do we live by it every day or do we only take it out and brush it off when we need to prove to others how just and honest we are?
Let’s take a short quiz to see how earnest we are about integrity:
No.
Have you (or will you) ALWAYS and under ALL circumstances:
Yes
No
1
When you discovered errors or omissions caused by others, communicate them to the appropriate body as soon they were discovered?
1
0
2
Confront others who engage in gossip and make negative remarks to undermine another person’s reputation?
1
0
3
Respect the property rights of others, including not making a photocopy (or any other means of reproduction) of any part of the PMBOK® Guide or any other copyrighted work (including songs and movies) without prior written permission of the publisher?
1
0
Score:
3 Marks – You are extremely honest and display high levels of integrity / You were not honest with yourself when you completed this quiz*
* delete whichever is not applicable
Less than 3 Marks – At least you were honest when taking this quiz, and that’s a good start!
How do you feel about this? Should we follow the world or let the world follow us?
********************************
About the Author: Dave Fourie is a dedicated, innovative and people oriented project management trainer with 25 years plus project management experience. For more information about his services, visit his blog, Project Management Training Africa.
The PMP certification is one of the most recognized certifications for project managers globally. Many job advertisements list a PMP certification as a mandatory requirement for certain positions. Therefore, if you are serious about your career path as a project manager, nothing should stop you from getting the PMP certification. Fortunately I passed the PMP examination on my very first try, but I became aware of myths about the PMP exam that I would like to address here.
#1: Pick the correct answer
Beware of choosing the correct answer. The PMP exam is a multiple choice question type of exam and out of the 4 answers, you need to choose the BEST (not correct) out of it. This means that you could have four correct answers.
What I did for most of my questions where I really have difficulty answering them is to eliminate the weakest answer and work towards the best one.
#2: You need to be the Jack of All Trades
This is for exam takers who had read too much about PMP tips. You will come to realize that the PMP exam does not have a fixed passing rate and it pretty much covers every process group and knowledge area. Does this mean that you will not pass if you are weak at certain areas? The answer is: “No.”
When I received my PMP exam result, I noticed that I had two areas which are below proficient. This means that even if you are not proficient in a certain area, you can still make it through, but it’s surely not worth to risk, because if you are planning to pass this examination, you should be well prepared.
#3: Four hours is long
The examination lasts for four hours, but for a professional certification like PMP, it is never too much. In fact, I had to miss my last 10 questions, even though I timed myself very well that I must finish at least 50 questions in every hour. The reason for this is that you become tired towards the end of the exam. Therefore, having a good rest the night before is very important.
#4: Finishing the PMBOK is a MUST
Honestly, I had never flipped through more than 50 pages of the PMBOK. The PMBOK is an important piece of document for your reference, but it is not your only source for the PMP exam because the book contains hundreds of pages taking a long time to finish. As a result, I trusted the educational materials from my PMP exam preparation course instead.
This is not a shortcut to success because the materials basically tell me what I need to focus on the 10 knowledge areas of project management and I should refer to the PMBOK on the key areas that I need to focus. Therefore, I still used the PMBOK but most of the time as a reference only.
#5: Practice makes perfect
I can see that many PMP exam takers look around for sample questions for PMP exam and I have to say that it is important but not necessary. Personally, I had never bought or attempt any sample questions of the PMP exam apart from the ones that provided by my PMP exam preparation education. Therefore, you don’t have to buy thousands of questions from the internet just to give you more practice.
It is more important for you to know the project management concepts and framework introduced by PMI. In fact, you only need few sample questions just to familiarize yourself.
#6: Experience matters
Regardless of how many years of experience you have in project management, if you don’t answer the question according to the PMI project management framework, you will fail.
Your experience is not what matters most. Instead, it is your knowledge that determines whether you will pass or not. However, having project management experience does give you an advantage if you put the PMI knowledge first before yours.
#7: Exam tips
Don’t believe all the tips on the internet about PMP exam. Focus on reading the materials that will help you pass your PMP exam.
There is no shortcut to success because:
“Success is a journey, not a destination”
– Arthur Ashe
Can’t agree with me? Drop your feedback in the comment area below. Don’t forget to check out the FAQ of PMP exam.
About the author: Alan Tay is a project manager who runs IT security projects and the owner of Project Detective, a project management blog, where he often publish tips on project management and PMP exam preparation tips. Visit his blog for more information.
Gantt charts are already very well-known among project managers around the world. They are de facto an industry standard, used by thousands of companies and institutions – if not far more! SoftwarePlant has looked at some of their clients to see whether Gantt charts can be used in a creative way, in industries very foreign to classic management and businesses themselves. The results are stunning!
Education
Everyone used to be a child at some point in time. This leads us to schools. Remember all these lesson plans, charts of teachers’ free days, duty hours, announcements, etc? Most likely your school was doing all of this using only a printer (or even pen and paper). Nowadays, some schools use project management software* in order to optimize workload and make everything run smoothly. In fact, universities and colleges also do.
Physical work
“Project management” is still too often perceived as something strictly related to cleanly shaven people in business suits. But our customers beg to differ – some of them construct buildings, roads, railways and many other things. Gantt charts and risk matrixes help them manage deadlines*** and serve the public in a timely manner.
Politics
When we follow political campaigns, we usually remember only a few key people from each party. This is precisely what the so-called spin doctors are for. But the truth is, political parties are as big as some corporations! In the US, the Democratic Party has 43.1 Million members, while the Republicans hover around 30 Million**. This is a massive number of people, all working on the same projects around the whole country – and good project management software does help them achieve the results they yield.
Events
We all love to go to a concert once in a while. But even professional project managers from other fields rarely stop to think about the sheer scale of some of the cultural events they attend. The scene/stadium, sound systems, lights, tickets, everything involves a lot of hard work, and the deadline is permanently set in stone – it is pretty much impossible to postpone a concert. In order to ensure proper start and finish dates, some of SoftwarePlant’s customers install JIRA with the plugins and look at the risk matrix like a hawk guarding its chicks.
Military
Logistics, engineer corps and administration amount to far more people than actual combat troops. Each soldier needs to be fed, dressed, transported and equipped on time, often abroad and in harsh conditions. The US started using Gantt charts around WW1****, and continues to do so until this very day. Even there the SoftwarePlant’s software has certain uses among military organizations, though details are (as expected) strictly classified.
Entrepreneurs
SoftwarePlant is a start-up company. The interesting thing is, their product is used by many other start-ups, sometimes even from the same industry. They are pleased that other young entrepreneurs like their solutions and wish them luck with their ventures. After all, Skype, a small Estonian company before acquisition by Microsoft, could not have been developed if not for Gantt charts.
These are the cases that were found the most interesting – but what about you? Do you have an unconventional use for Gantt charts, be it practical or hypothetical? If yes, we encourage you to contact us and share this wisdom. Who knows, there may be great rewards…
SoftwarePlant is a Polish-American start-up company that produces software for Project Portfolio Management. Its main products are developed for the JIRA platform, but custom development, training and implementations are also available.
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Wrike project management software was founded in 2006 and has over 6,000 customers in 55 countries, including Google, Stanford University and eBay. Wrike was included in the “Cool Vendors in Collaboration” 2014 Gartner Report. In addition to this success, the company has won multiple industry awards. Wrike is available in Spanish, Italian, French, German, Japanese, Russian and Portuguese, making it a top global provider of online project management software. Although Wrike is used by giant companies like Google and McDonalds, it’s also a favourite of charitable organizations, non-profits, and numerous small business ventures.
The company is led by its passionate founder and CEO, Andrew Filev, a former software entrepreneur and experienced project manager. He launched his first software development venture at the tender age of 17 and grew it into an international business with more than 100 engineers.
As his company grew, Filev realized he needed a collaboration tool for distributed teams running several projects simultaneously. Thus, Wrike’s project management tool was born. It connects data across multiple projects, gives an overview of project status and progress to managers, and provides a central hub for smooth, real-time collaboration for the whole team.
Easy Access to Your Work
Wrike is a cloud-based, Software as a Service (SaaS) app and does not require downloads or updates. Users can access Wrike from any internet-connected browser, on any operating system or device. The number of users allowed on a specific account is defined by your chosen subscription plan, but account administrators are able to invite an unlimited number of collaborators completely free of charge. Users have full access to Wrike, and can create or edit tasks, view reports and charts, and add comments. Collaborators, on the other hand, can only view the actual tasks assigned to them, upload any associated files, and leave comments.
Subscriptions & Pricing
Wrike offers both free and premium (paid) subscriptions. The free package provides basic project management features for small business or teams who don’t need advanced features. The free version includes 5 users and 2 levels of project folders, along with 2 GBs of storage. All users benefit from Wrike’s 24/7 customer service and support.
Professional and Enterprise plans offer advanced project management features for larger teams, including subtasks, customizable Dashboards, Custom Fields, visual analytics reports, an interactive Gantt chart, and more. Wrike offers a free, one-month trial of their software, and does not require you to provide a credit card number.
For details of all subscription plans or a feature-by-feature comparison between the free and premium options, click here.
Ease of Use
Wrike is very customer-oriented, and learning to use the software is made easier by video tutorials, help pages, and optional implementation assistance. In addition, Wrike offers free, live webinars of about 40 minutes that walk you through the software.
Team Collaboration
Wrike’s project management app uses email collaboration to the greatest advantage. Its email integrations allow users to discuss and comment on tasks within their inbox. Each task has a comments section so teams can easily discuss progress and collaborate on work, and they can @mention colleagues to direct a message to a specific user or group. All project updates for tasks you follow are shown in the real-time Activity Stream, making it easy to stay up-to-date on project status.
Wrike’s Project Management Tools
Dashboard
Customizable Dashboards show your most important tasks and keep them at hand. View complete tasks lists and drag-and-drop to prioritize, then click on the tasks to view the details, add comments, attach files, update the status, note the task’s importance, and more.
Activity Stream
Wrike’s Activity Stream presents a linear view of the latest project updates It’s simple newsfeed is easy to scan and quickly check up on updates, task status, and the latest discussions.
Users can add comments to tasks directly from the Activity Stream, making collaboration easy since everyone knows the latest updates.
Timeline
Wrike’s Timeline is fairly basic, but adequate. It offers the ability to add tasks easily while in the Timeline view and you can refine its date and specifications or drag and drop the task to the desired location within the timeline.
Customer Service and Support
Wrike is highly rated for its excellent service and support. The customer service team at Wrike answers questions 24/7, and you can livechat with a representative if you need help immediately via Wrike’s website. A phone assistance line is also available.
Powerful Integrations
In the complex IT landscape that most organisations are operating in today, you need project management software that integrates with the other web tools your project team already uses. That will empower them to use the software seamlessly.
This is one of Wrike’s strong points. It integrates with dozens of other online tools, including Google Apps, Salesforce, MS Project, Zapier, and Evernote.
Recording artist, clothing designer, and entrepreneur Redfoo uses Wrike to keep processes consistent and communication efficient, making it easier to meet deadlines. The team consists of very creative people in the music industry who need to plan events, work on projects and collaborate on new ideas, documents and tasks. They’ve even started saying, “Wrike it down!” meaning put it in Wrike. According to Redfoo, if it’s not in Wrike, it doesn’t exist.
Write has received the Supreme Software as well as the Best Project Management Software awards from FinancesOnline in recognition of their excellent features and customer support.
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This project story from project manager, Anwar Rawoot, is about the migration from a legacy Point of Sales (POS) system to a new POS system at 265 retail stores nationally that took three years to complete.
The complexity was in the fact that the project team only had a 12-hour window from the time a store closed until the next morning it opened to do the replacement, which included network infrastructure, shop fitting, POS and testing. A shop’s data would be migrated overnight and once the new system is in, it was migrated back to the new system.
Challenges
The project’s biggest constraints were that when server problems were experienced, it would take 8 hours to rebuild and in the case of till problems, it would take 3 hours to rebuild.
The way it was executed, was to do one store each night. All work had to be done after hours and there was only one team per region to do the work. They had to sleep during the day and work at night which had a family impact.
Working after hours
The challenge was how to work a 5-day week back-to-back and then an additional 24 hours shift. People became overworked, and the quality of work dropped. Some people even became ill over time. It also took three months to train people to the right level of expertise.
Part of the Success Stories Shared initiative to collect Success Stories from experienced project/programme managers in order to share experiences and to promote learning across the project and programme management community. If you would like to share your project story and make a contribution to the bigger project management profession, contact me on linky@virtualprojectconsulting.com
It is good to be reminded of the importance of communicating appreciation to staff and team members. When employees/team members truly feel valued and appreciated, good things follow. This article will explain what the benefits are and why more people are not using words of appreciation.
The power of appreciation lies in the fact that people are more likely to show up for work (and on time), follow established policies and procedures, and get more work done. Their job satisfaction ratings go up, and their employee engagement increases. Also, when staff/team members feel appreciated, customer ratings tend to rise, and the managers who are giving appreciation, report enjoying their work more.
So if all these positive results occur, why isn’t appreciation communicated more? And what should we do about it?
1. Manager are too busy
Managers and employees report that they are too busy. Virtually everyone states they already have too much to do, and don’t have any time (or mental space) to think about another set of tasks. Busyness is, far and above all other reasons, the primary reason people cite for not communicating appreciation.
How to resolve
Don’t create another “to do” list – you don’t need more to do. Rather, make sure that the efforts and actions you take “hit the mark”. Realize that not everyone feels appreciated in the same ways; find out what is meaningful to your team members and communicate appreciation through these actions. Yes, this does take time, but it is a worthy investment.
2. Not compatible with work
To many, showing appreciation is not compatible with the nature of work and work-relationships. Work, by definition, is focused on getting tasks done. Companies either manufacture and sell goods, or they provide services. So this is focus of every employee’s day.
How to resolve
There has to be a balance of working together with others as people (employees are not just “production units” or machines) and getting the work done. Most companies have employee recognition programs but it has become evident that they aren’t working to make employees feel valued. Team members will feel valued when appreciation is communicated regularly, personally and in a manner that is perceived as genuine and authentic.
3. People don’t value you
Some people don’t think appreciation should be communicated, or they really don’t value those with whom they work. When leaders don’t really value recognizing or encouraging their employees (the “I show them I appreciate them by paying them” approach), there is not much to do except to let them experience the results of their choices. Typically, these leaders have the highest turnover rate and lowest job satisfaction ratings by their staff.
How to resolve
There are times when some colleagues are difficult to work with, or people just don’t get along very well. And it best not to try to “fake” communicating appreciation when it isn’t really there.
Most often, actually, it is not that appreciation isn’t communicated but that it isn’t communicated in the ways important to the recipient – which is practically the same as not being communicated at all.
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About the author: Paul White, Ph.D., is co-author of The 5 Languages of Appreciation in the Workplace and creator of the Motivating By Appreciation Inventory, which identifies individuals’ preferred ways of being shown appreciation. To learn more, visit www.appreciationatwork.com
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