We manage tasks and activities, and those activities must be performed by people, who must be led. It is not enough to simply be a Project Manager. We must become Project Leaders. Much of this transformation comes from the use of our attitude.

Our attitudes are the most important tool in our toolbox. It costs us nothing to purchase, if we use it well it can gain us everything, and if we use it poorly it can cost us everything. How we use it is up to us. Participants will learn how to get the most from their project team by focusing on key attitude changes.

Typical subjects covered include how to create the most efficient roles and responsibilities for the team, how to meet the needs of the project, how to clarify expectations and get buy in, how to harness the effects of human performance issues, how to use metrics and reports, and much more. Many of these lessons are included in Heath’s best-selling book, The Attitude Check: Lessons in Leadership.

Do the Q&A sessions from your briefings to executive management take as long as the briefing presentation? Do your project meetings start late, run late, and little seems to get accomplished? Too many times, your team members are sitting in meetings instead of being productive getting work done.

Are your team members not reading your entire e-mails causing them to miss critical updates and action items? How many times have you received that blank stare from team members who didn’t know they had a task assigned because they didn’t read the whole e-mail? Or perhaps they actually did the task, but it wasn’t what you asked for and a full day has been wasted.

Project Managers communicate with project teams each and every day, yet much of that communications is ineffective. Instructions and action items are often unclear or simply not transmitted in a way that promotes transfer of critical information. If any of this happens on your projects, then this session will provide relief.