PMO Strategies

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Power Skills

Mastering the Middle: Strategies for Effective Middle Management

Middle managers hold one of the most critical yet challenging positions in an organization. They are responsible for leading in all directions—up to their bosses, down to their teams, and across to their peers. This balancing act is no easy task, but it’s essential for driving strategic results and ensuring that projects align with the company’s overall goals.

 

In this episode of the PMO Strategies Podcast, I sit down with Scott Mautz, former senior executive at Procter & Gamble and best-selling author of Leading from the Middle. Scott shares invaluable strategies to help middle managers navigate the complexities of their role and excel in leading up, down, and across their organization.

 

Why Middle Managers Matter

Middle managers often serve as the backbone of an organization, facilitating the flow of information and ensuring alignment between the leadership team and the frontline employees. Without strong middle management, an organization’s strategy can become disjointed, leading to inefficiencies and missed opportunities.

 

As Scott explains, middle managers not only manage their own teams but also influence decisions at the executive level and coordinate with peers to ensure organizational success. This unique role makes them crucial to an organization’s ability to execute its strategy effectively.

 

Key Insights from the Episode:

💡 Strategic Insights:

Scott shares the mindset shifts that have helped him and countless others build effective middle management capabilities. Learn how middle managers can become the linchpin of business success by bridging gaps and managing complexity.

 

🎓 Expert Advice:

We discuss practical strategies for leading up, down, and across the organization. Whether you’re managing a team that doesn’t directly report to you or navigating the expectations of senior leadership, these best practices will help you lead more effectively.

 

🛠️ Actionable Tips:

From understanding how to clarify expectations with your boss to providing meaningful feedback to your team, this episode is packed with tips you can apply right away to enhance your leadership effectiveness and improve your team’s performance.

 

Why Leading from the Middle is Challenging

Being in the middle means you’re constantly switching between different leadership styles, often in the same meeting. You may need to be deferential to your boss, assertive with your team, and collaborative with your peers—all while keeping the bigger picture in mind. This “micro-switching” can be exhausting, but it’s a core part of the job. Scott offers tips on how to handle these transitions without burning out and how to embrace the complexity of the role.

 

Best Practices for Leading in All Directions

Here are a few top tips from Scott Mautz for leading effectively in all directions:

 

Leading Up: Have clarity around what your boss expects by discussing the difference between "good" and "great" performance. This creates clear goals and avoids misunderstandings.

Leading Down: Master the art of giving feedback. Be specific, sincere, and consistent, providing both constructive and positive feedback to your team.

Leading Across: Influence peers over whom you have no formal authority by showing that you care, listening to their needs, offering help, and teaching them something valuable.

 

🎧 Press play above to dive into the full episode and start mastering your middle management role!

 

Learn More in The IMPACT Engine

If you’re looking for more strategies to drive business results and create real IMPACT in your organization, be sure to check out The IMPACT Engine. The book dives deep into how to lead transformational projects and align your efforts with the strategic goals of your company. Order your copy today and start making a bigger IMPACT in your role.

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Power Skills

The Realities of Stakeholder Resistance

Stakeholder resistance often stems from various sources—prior experiences, workplace frustrations, or a natural aversion to change. Amanda explains that the first step to managing resistance is understanding the “why” behind it. Stakeholders often have unique reasons for resisting change, from prior project failures to feeling disconnected from the decision-making process. By acknowledging these underlying reasons, project managers can build empathy and tailor their approach to each stakeholder.

Amanda categorizes stakeholders into three groups, or “buckets,” to create strategies that address their specific needs:

 

Champions: Those eager to support and lead change.

Neutral Participants: Stakeholders who may be indifferent or need more engagement.

Resistors: Individuals who actively oppose the project, often influenced by previous experiences or fears about change.

By identifying stakeholders’ motivations, project managers can engage each group more effectively and transform resistance into support.

 

Introducing Kind Transparency as a Leadership Framework

Kind transparency goes beyond simply being open. It’s about sharing information with empathy and consistency, ensuring stakeholders feel respected and valued. Amanda’s framework for kind transparency includes four core principles, or “4Cs,” to guide project managers through difficult conversations:

 

💬 Communication: Maintaining open, honest dialogue about project goals, progress, and potential setbacks.

🔁 Consistency: Creating a predictable, reliable approach to interactions so stakeholders know what to expect.

👥 Coordination: Aligning communication strategies to meet each stakeholder’s needs and project objectives.

🤝 Collateral: Sharing valuable information, even if it feels vulnerable, to build mutual trust.

Amanda’s approach emphasizes that sharing relevant context—even information that may seem uncomfortable—can be vital in fostering trust. For example, if a project is under tight political or time pressures, explaining this context to stakeholders can help them understand the urgency and align

their expectations.

 

Engaging Stakeholders Through One-on-One Meetings

Amanda advocates for regular one-on-one meetings as a critical method for engaging resistant stakeholders. By dedicating time to speak with each stakeholder individually, Amanda creates a safe space for them to voice their concerns, ask questions, and feel heard.

 

During these meetings, Amanda also emphasizes the importance of “giving a crap”—an approach that involves genuinely caring about each person’s unique challenges. Whether it’s external stressors, personal issues, or past frustrations, taking these factors into account helps project managers support stakeholders more holistically and build stronger relationships.

 

The Value of Immediate Feedback and Consistency

Timely, honest feedback is central to Amanda’s approach. She highlights that waiting too long to address concerns can lead to resentment or frustration. By addressing issues as soon as they arise, project managers can prevent conflicts and foster a culture of trust.

 

Amanda compares this approach to training a puppy: consistent, immediate feedback helps stakeholders understand expectations and reduces misunderstandings. When stakeholders know they can rely on immediate, constructive feedback, they are more likely to trust the project manager’s guidance.

 

Removing Bias for True Empathy

Amanda also advises project managers to manage their own biases. Empathy, she explains, goes beyond just seeing things from another person’s perspective; it also means suspending personal judgments to create a more objective, collaborative environment. By acknowledging personal biases and focusing on shared goals, project managers can foster a culture where both sides work together ...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Ways of Working

In today's fast-paced business environment, PMOs and project managers often find themselves caught in the classic project management triangle of time, scope, and cost. While these metrics are important for tracking progress, focusing too much on them can actually prevent your projects from delivering the real value your business needs. This concept, which I call being "trapped in the triangle," is a common mistake that can derail your efforts to drive true business impact.

 

In this episode, we dive deep into why this happens and what you can do to avoid it.

 

Samantha’s Story: The Trap of the Triple Constraint

Let’s take a closer look at Samantha’s journey, a PMO leader who found herself trapped in this exact situation. After years as a project manager, Samantha was promoted to lead her organization's first PMO. She was eager to prove herself and quickly implemented strict processes to manage projects according to the classic triple constraint—time, scope, and cost.

 

Samantha’s focus was laser-sharp on ensuring every project adhered to these metrics. She set up a rigid change control process that effectively said "no" to any changes, regardless of the project's evolving needs. At the time, it seemed like the right approach. After all, she was hitting her deadlines, keeping projects within budget, and avoiding scope creep. But this narrow focus on project management metrics was actually causing a bigger problem.

 

Why the Triple Constraint Alone Isn’t Enough

While Samantha was successfully managing time, scope, and cost, she wasn’t paying attention to the real goal of each project: delivering business value. Her stakeholders, including the executive team, were not satisfied with the outcomes because the projects weren't meeting the business’s evolving needs.

 

What went wrong? The projects were failing to deliver features that the business desperately needed to remain competitive, and by focusing too much on avoiding changes, Samantha was missing the bigger picture. The organization missed market opportunities, lost customers, and failed to meet its strategic objectives.

 

This situation illustrates a common trap. Many PMO leaders and project managers believe that if they just manage to time, scope, and cost, they will be successful. But in reality, those metrics are only one part of the equation.

 

The Real Measure of Success: Business Outcomes

Projects are initiated not just to be completed but to achieve specific business goals. The real measure of success is not just delivering projects on time and within budget but whether those projects actually move the business forward. Whether it's entering a new market, increasing revenue, or improving customer satisfaction, the business outcomes are what truly matter.

 

Here’s what Samantha could have done differently: instead of focusing solely on project constraints, she should have been laser-focused on how those projects contributed to the organization’s larger goals. And that’s the lesson we all need to learn as project and PMO leaders.

 

Breaking Free from the Triangle

📌Here’s how you can avoid being trapped in the triangle:

✔️  Define Success with Your Stakeholders: Before any project kicks off, sit down with your stakeholders and ask them to define what success looks like from their perspective. What business goals are they trying to achieve? What results matter most when the project is complete? If you don’t know what the business needs from your project, how can you deliver it?

✔️  Focus on Value, Not Just Deliverables: Throughout the project, keep asking, “Are we delivering value?” It’s not enough to meet deadlines or complete tasks; your deliverables need to solve the right problems. If the project isn’t helping your business reach its strategic goals, then it’s time to re-evaluate.

✔️  Challenge Traditional Metrics: If your organization i...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Ways of Working

In today's fast-paced business environment, PMOs and project managers often find themselves caught in the classic project management triangle of time, scope, and cost. While these metrics are important for tracking progress, focusing too much on them can actually prevent your projects from delivering the real value your business needs. This concept, which I call being "trapped in the triangle," is a common mistake that can derail your efforts to drive true business impact.

 

In this episode, we dive deep into why this happens and what you can do to avoid it.

 

Samantha’s Story: The Trap of the Triple Constraint

Let’s take a closer look at Samantha’s journey, a PMO leader who found herself trapped in this exact situation. After years as a project manager, Samantha was promoted to lead her organization's first PMO. She was eager to prove herself and quickly implemented strict processes to manage projects according to the classic triple constraint—time, scope, and cost.

 

Samantha’s focus was laser-sharp on ensuring every project adhered to these metrics. She set up a rigid change control process that effectively said "no" to any changes, regardless of the project's evolving needs. At the time, it seemed like the right approach. After all, she was hitting her deadlines, keeping projects within budget, and avoiding scope creep. But this narrow focus on project management metrics was actually causing a bigger problem.

 

Why the Triple Constraint Alone Isn’t Enough

While Samantha was successfully managing time, scope, and cost, she wasn’t paying attention to the real goal of each project: delivering business value. Her stakeholders, including the executive team, were not satisfied with the outcomes because the projects weren't meeting the business’s evolving needs.

 

What went wrong? The projects were failing to deliver features that the business desperately needed to remain competitive, and by focusing too much on avoiding changes, Samantha was missing the bigger picture. The organization missed market opportunities, lost customers, and failed to meet its strategic objectives.

 

This situation illustrates a common trap. Many PMO leaders and project managers believe that if they just manage to time, scope, and cost, they will be successful. But in reality, those metrics are only one part of the equation.

 

The Real Measure of Success: Business Outcomes

Projects are initiated not just to be completed but to achieve specific business goals. The real measure of success is not just delivering projects on time and within budget but whether those projects actually move the business forward. Whether it's entering a new market, increasing revenue, or improving customer satisfaction, the business outcomes are what truly matter.

 

Here’s what Samantha could have done differently: instead of focusing solely on project constraints, she should have been laser-focused on how those projects contributed to the organization’s larger goals. And that’s the lesson we all need to learn as project and PMO leaders.

 

Breaking Free from the Triangle

📌 Here’s how you can avoid being trapped in the triangle:

✔️  Define Success with Your Stakeholders: Before any project kicks off, sit down with your stakeholders and ask them to define what success looks like from their perspective. What business goals are they trying to achieve? What results matter most when the project is complete? If you don’t know what the business needs from your project, how can you deliver it?

✔️  Focus on Value, Not Just Deliverables: Throughout the project, keep asking, “Are we delivering value?” It’s not enough to meet deadlines or complete tasks; your deliverables need to solve the right problems. If the project isn’t helping your business reach its strategic goals, then it’s time to re-evaluate.

✔️  Challenge Traditional Metrics: If your organization ...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Business Acumen

As a PMO leader, you’ve probably been in a situation where you have all the best ideas, the latest templates, and the enthusiasm to drive change in your organization. But then, somewhere along the way, things don’t go as planned, and you find yourself wondering: what went wrong?

 

In this episode, we’ll take you through the story of Samantha, a new PMO leader who faced these exact challenges. Her journey, taken from The IMPACT Engine book, is a powerful example of how PMO leaders can turn early struggles into success by focusing on what really matters—delivering outcomes, not just enforcing processes.

 

The Enthusiastic Start

Samantha was thrilled to start her new role as the leader of a newly formed PMO. After seven years of managing projects, she was ready for the challenge. During her interview, the CEO was clear: “Projects take too long and cost too much. You need to fix project management fast.”

 

Excited but aware of the high expectations, Samantha dove headfirst into setting up her PMO. She spent hours researching best practices, reading books, and gathering templates. She believed that by putting the right structure in place, she could solve the company’s project execution problems.

She got straight to work on creating detailed processes to ensure consistency in project delivery. It seemed like the perfect solution at the time.

 

The First 90 Days: A Reality Check

After 90 days of hard work, Samantha was eager to present her progress to Alex, her boss. She walked into the meeting with a binder full of templates and processes, ready to showcase everything she had built. But instead of the praise she was expecting, Alex asked a critical question:

 

"How is this actually going to solve our execution problems?"

 

Samantha’s smile faded as she realized she had been so focused on creating the how—the templates, the methodology—that she hadn’t fully considered the why behind it. She assumed that once people saw the new process, they’d be excited to jump on board. But she hadn’t considered how these processes would resonate with the people who needed to use them.

 

A Common Mistake for PMO Leaders

Samantha’s experience is a lesson many PMO leaders learn the hard way: just having the right tools and templates won’t necessarily solve deeper issues. While she had developed a robust structure, she hadn’t shown her stakeholders how it aligned with their goals or why it was important to them.

 

In fact, Samantha’s early focus on enforcing processes without explaining their purpose led to resistance. People felt the new procedures slowed them down rather than helping them move faster.

 

The Turning Point

At the six-month mark, Samantha’s boss, Alex, called her into his office again. He explained that team members were frustrated with the PMO and felt the processes were burdensome. Instead of delivering faster results, projects were taking even longer.

 

This feedback was a wake-up call. Samantha realized that while she had perfected the “how” (the tools and templates), she hadn’t spent enough time understanding the “why” from the perspective of her stakeholders.

 

Focusing on Outcomes, Not Processes

Determined to turn things around, Samantha shifted her approach. Rather than pushing templates, she began having conversations with her stakeholders. She asked, “What would make this process easier for you?” and “What are the biggest roadblocks you’re facing?”

 

This change in focus—from enforcing compliance to understanding stakeholder needs—made all the difference. Samantha discovered that delivering business outcomes required more than just hitting timelines and budgets. Executives cared most about results aligned with growth and goals.

 

Transforming the PMO’s Image

Samantha’s new approach led to a transformation in how the PMO was perceived. By listening to her stakeholders and tailoring her processe...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Ways of Working

In today’s fast-paced business environment, it’s easy to fall into the trap of multitasking—juggling numerous projects, tasks, and meetings while trying to keep everything on track. But the truth is, multitasking could be one of the biggest barriers to true productivity. The solution? Creating organizational flow that reduces multitasking and allows teams to work at their most productive pace.

 

In this week's episode of the PMO Strategies Podcast, I sit down with Wolfram Müller, an expert in optimizing knowledge work, to discuss the findings of the State of Organizational Flow Report. This study reveals powerful insights on how organizations can reduce multitasking and improve productivity by fostering flow within teams. With participation from over 42 companies, the data offers a clear path forward for leaders aiming to boost efficiency.

 

Why Multitasking is a Productivity Killer

Multitasking often feels like an unavoidable reality in project management, especially in fast-moving organizations. However, research consistently shows that multitasking doesn’t make us more efficient—it actually slows us down. Each time we switch tasks, we lose focus, increase errors, and extend the amount of time needed to complete each activity.

 

Wolfram highlights that the biggest challenge organizations face is managing flow—the smooth progression of tasks and work without unnecessary disruptions. Creating flow means aligning tasks, priorities, and communication in a way that eliminates bottlenecks and keeps teams moving forward without distractions.

 

What is Organizational Flow?

Flow, in a business context, refers to the state in which individuals or teams can work without constant interruption, achieving peak focus and productivity. When teams are in a state of flow, they are fully immersed in their work, and their output tends to be higher in both quality and efficiency. In contrast, multitasking and task-switching break this flow, causing delays, rework, and frustration.

According to the State of Organizational Flow Report, the key to achieving this state lies in three core principles:

 

Eliminating Bottlenecks: Identify where work is getting stuck, whether due to resource limitations, communication breakdowns, or inefficient processes.

Reducing Multitasking: Encourage teams to focus on fewer priorities at a time, allowing them to concentrate and achieve greater results.

Fostering Clear Communication: Ensure that goals, tasks, and timelines are clearly communicated, so everyone is aligned and knows what to expect.

 

The Key to Reducing Multitasking and Increasing Flow

So, how can leaders reduce multitasking and improve organizational flow? Wolfram emphasizes the importance of prioritization and limiting work in progress. By focusing on fewer initiatives at a time and completing them before moving on to the next, teams can achieve more consistent and higher-quality results.

 

One of the most interesting findings from the report is that reducing multitasking benefits all types of organizations—whether they follow Agile, Waterfall, or hybrid project management methodologies. It’s not about the specific processes or tools you use, but rather about ensuring that your teams can focus and maintain flow throughout their work.

 

How to Get Involved in the Organizational Flow Study

If you're interested in seeing how flow could transform your organization, there's a way to take part in this important research. By joining the State of Organizational Flow Report, you can receive personalized insights and data to help you improve your team’s productivity and flow. It’s a free opportunity to gain valuable knowledge and contribute to a growing body of research that’s helping organizations around the world reduce multitasking and achieve breakthrough results.

 

You’ll get access to actionable data that can directly im...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Power Skills

Managing people is one thing, but leading your team through change requires a completely different approach. When guiding people through transformative times, it’s not just about managing them differently. It’s about adapting your leadership style to meet them where they are on their journey. This is crucial for project managers, PMO leaders, and anyone in a transformation role who wants to deliver results while keeping their teams engaged and aligned.

 

In this week’s episode of the PMO Strategies Podcast, I’m joined by Beth May, a seasoned leadership expert with experience in mission-critical projects across the nonprofit and government sectors and the COO of our nonprofit, Project Management for Change. Together, we explore the importance of adaptive management styles and how to effectively lead your team through change.

 

Why Adaptive Management Styles Matter in Leading Change

You’ve likely heard that it’s essential to manage people based on their individual needs. But when it comes to leading people through change, it’s about much more than that. Adaptive management focuses on understanding where your team members are in the change process and adjusting your leadership style accordingly.

 

📌Why is this important?

In times of change, team members experience varying levels of comfort, engagement, and understanding. Some may be ready to dive in headfirst, while others need more direction and guidance. As a leader, your job is to adapt and guide your team through change in a way that feels supportive and constructive, not overwhelming.

 

Four Adaptive Management Styles for Leading Change

In the podcast, we dive into the four primary management styles you should consider when leading your team through change:

Directing: This style works best when the change is new and uncertain. In this phase, people are often unsure of what’s happening, and they look to you for clear guidance and direction. You need to be decisive, setting the course and helping the team understand how you’ll reach success together.

Collaborating: Once your team understands the change, you can move into a more collaborative role. This involves getting input and feedback from your team and working together to navigate the change. While you still guide the process, collaboration empowers your team to contribute to the solution.

Empowering: When your team fully understands the change and has gained confidence, it’s time to empower them. Let them take ownership of the tasks and decisions, stepping back into a supportive role. In this phase, you provide oversight, but you trust your team to lead key aspects of the change process.

Evolving: Finally, as your team becomes highly proficient and comfortable with the change, you can move into the evolving phase. At this point, your team operates with high levels of autonomy, and your leadership role becomes one of strategic support. This phase fosters innovation and allows the team to take the reins.

 

Applying Adaptive Management Styles in Real Life

Beth and I discuss how these adaptive management styles apply in a variety of project and transformation scenarios. From working with nonprofit teams to navigating large-scale government initiatives, adapting your management style is essential for leading your team successfully through the uncertainty of change. Whether you’re directing a new project with many unknowns or guiding a seasoned team through the next evolution of their work, understanding where your team stands and adapting your approach is the key to success.

 

We shares how each of these different leadership styles were employed on the journey of leading volunteer teams in our all-volunteer PMO we built to create and deliver our signature event, the Project Management Day of Service (PMDoS®). Each year, the teams needed a different management approach based on their level of ...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Business Acumen

As a PMO leader or project manager, you know the importance of keeping your projects on time, within scope, and on budget. But what happens when you need to communicate these critical details to executives? If their eyes glaze over when you dive into project specifics, you’re not alone.

 

In this week’s episode of the PMO Strategies Podcast, I’m joined by Lenka Pincot, Chief of Staff at the Project Management Institute (PMI), who shares her expert insights on how to bridge the communication gap between project managers and executives. In her role, Lenka leads global transformation efforts and oversees the enterprise PMO, making her uniquely qualified to help you rethink how to approach executive conversations.

Why It’s Important to Rethink How You Talk to Executives

Executives are often overwhelmed with decisions, and they need clear, concise information to make quick, impactful choices. However, many project managers fall into the trap of speaking "project language"—focusing on deliverables, timelines, and risks—without connecting the dots to business outcomes.

 

📌 Key takeaway: Executives don’t want to hear about every project detail; they want to know how your project is driving business success. Are you helping the organization grow? Are you meeting customer needs? Are you contributing to long-term strategic goals? These are the questions you need to address.

 

Lenka shares an important lesson from her experience: “It’s not that executives don’t care about your projects—they do. But what they care about most is how your project impacts the overall business.” Your job is to translate the technical details of your project into the language of business, making it easier for executives to understand why your project matters and what decisions they need to make.

 

How to Talk About Projects in a Way Executives Understand

📌Here are three essential steps to ensure your conversations with executives resonate:

1. Understand What Your Executives Care About

Before you walk into any meeting with an executive, make sure you understand their priorities. Are they focused on increasing revenue, improving customer satisfaction, or reducing risk? Knowing what drives them allows you to frame your project updates in a way that aligns with their goals.

 

2. Translate Technical Jargon into Business Value

Executives don’t need to know the technical details of how a project will get done; they need to know how it will move the needle for the business. Instead of focusing on metrics like Earned Value Management or IT specifics, explain how the project will lead to growth, efficiency, or competitive advantage.

 

💡 Lenka shares this tip: “Be the translator between the technical and business worlds. Your ability to make that connection will help executives make better, faster decisions.”

 

3. Filter the Noise and Focus on What Matters

It’s tempting to present all the data to prove the importance of your project, but that can overwhelm executives. Instead, highlight the critical decisions that need executive input and own the rest. This builds trust and ensures that you’re not bogging them down with unnecessary information.

 

💡 Lenka suggests, “Bring only the ‘red flags’—those issues that genuinely need executive attention—and handle the rest as the project manager. This will help you maintain a strong, trusted relationship with your leadership team.”

 

The Role of the PMO in Elevating Project Conversations

The PMO plays a crucial role in coaching project managers on how to communicate effectively with executives. Whether it’s through pre-meetings, coaching sessions, or providing strategic insights, PMO leaders can help project teams understand the business objectives behind each project and translate their updates accordingly.

 

Lenka emphasizes the importance of being a “business translator” and coach: “At PMI,...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Business Acumen

Hi, IMPACT Driver!

 

If you've ever wondered how executives really think about project management and strategy, you're in for a treat.

 

🎙️In this special episode, I sit down with one of my favorite CEOs to discuss what goes on in the minds of the C-suite when it comes to delivering business results.

 

👉 Want to know how to have better conversations with your CEO?

👉 Curious about what top leaders prioritize for achieving success?

 

This episode is packed with valuable insights directly from the executive's perspective—and trust me, it's a must-listen for any PMO leader looking to elevate their game.

 

💡 Strategic Insights: Discover the mindset shifts that helped this CEO build successful project management capabilities across multiple organizations.

🎓 Expert Advice: Learn how to effectively communicate with executives to showcase the value you bring to their strategy.

🛠️ Actionable Tips: Get practical tips for translating business needs into project success stories.

 

🎧 Listen to the episode now and take your executive conversations to the next level!

 

Connect with Joel

Connect with Joel on LinkedIn

 

 

Maximize Your IMPACT!

 

Laura

 

P.S. – Have your copy of The IMPACT Engine book?  Grab yours here on Amazon or see all the global retailers here. Don't forget to pick up one for your executives or team.

 

Thanks for taking the time to check out the podcast!

I welcome your feedback and insights! 

I’d love to know what you think and if you love it, please leave a rating and review in your favorite podcast player. Please leave a comment below to share your thoughts. See you online!

Warmly,

Laura Barnard

 

 

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TELL US WHAT YOU WANT TO LEARN

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Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

PMI Talent Triangle: Business Acumen

Hi, IMPACT Driver!

 

I gotta say, this episode was something special. It was hard not to get emotional hearing from three amazing students in our IMPACT Accelerator Mastermind sharing their big wins and leadership transformations. You know that feeling when you're just so proud of the people you care about? 🙌 Whether it’s your kids, friends, or team, watching them excel and talk about their success is just... so rewarding.

 

This episode gives you a front-row seat 🎟️ to their journeys, showing how they’ve implemented the steps from The IMPACT Engine to elevate their leadership and drive real results. And guess what? You can do it too! 💪

 

They've secured their seat at the table, and you can too, my friend.

 

Want to hear real results? Tune in and listen 🎧 to how they applied the system I teach you in The IMPACT Engine to navigate the complexities of their roles and make a real IMPACT. 🌟

 

🎧 Tune in now!

 

I’d love to hear your thoughts after you’ve listened. 💬 Reply to my post on LinkedIn about this episode with your ah-ha moments. 🚀

 

Maximize your IMPACT,

Laura

 

P.S. – Ready to write your own success story? Order The IMPACT Engine now to get started.

P.P.S. – Want to go even deeper? I've got you, IMPACT Driver. This is your next step.

 

 

Thanks for taking the time to check out the podcast!

I welcome your feedback and insights! 

I’d love to know what you think and if you love it, please leave a rating and review in your favorite podcast player. Please leave a comment below to share your thoughts. See you online!

Warmly,

Laura Barnard

 

 

GET NOTIFIED ABOUT NEW EPISODES

TELL US WHAT YOU WANT TO LEARN

PDU REPORTING INSTRUCTIONS