Things Steve Jobs taught us: Thing 7 - Be an expert.

Steve Jobs believed that you need to find one thing and then be an expert in that thing. Also, when you are an expert and do something extraordinarily well, don't apologize for it.

Things Steve Jobs taught us: Thing 6 - Attention to the right details.

Steve Jobs was known to have a good eye for details, the right details. This detail can be seen in the design of Apple products, especially the simplicity of the user interface.

Things Steve Jobs taught us: Thing 5 - Be passionate.

Passion is everything. Passion takes you far, very far. Steve Jobs was passionate about Apple and the products that Apple delivered to the market. This passion drove a contagious work ethic that fueled the company and market.

Things Steve Jobs taught us: Thing 4 - Don't be afraid.

We have heard this phrase before. We have heard it at mass, we have heard it from our Pope, and now we have heard that Steve Jobs was known to have uttered this all too important phrase and conviction. Apple never beat out Microsoft at market share in the PC market, but Steve Jobs never let that be a concern or worry. He was not afraid of Microsoft or anyone else.

Things Steve Jobs taught us: Thing 3 - Be hands on.

Steve Jobs believed in getting involved with the organization. Different from micro-management of performance details, Steve Jobs took the time to be involved in every facet of the company in order to have hands-on knowledge of how it worked.

Things Steve Jobs taught us: Thing 2 - Foresight.

It is reported that Steve Jobs did not get too caught up in corporate details when making decisions, rather he used his own intuition to tell him what consumers wanted - not just research data.

Things Steve Jobs taught us: Thing 1 - Be innovative.

Steve Jobs is known to have said that innovation is what distinguishes a leader from a follower.

Project Status Reports: Tip 10 - Be open to change.

As needs of the business change, be open to the fact that the status report of the projects of the business may also need to be tweaked to best reflect the review needs of the leadership team. A good status report is one that meets the needs of the reviewer, not just one that is aligned to best practice standards.

Project Status Reports: Tip 9 - Don't be intimidated by it.

A project status report is just a report. It is an opportunity to quickly and effectively report on the status of the project. A project status report should be viewed as a useful tool for accurately communicating what is happening on the project. It should not be viewed or completed with apprehension or worry. Don't be intimidated by it.

Project Status Reports: Tip 8 - Accept it.

While there is always room for ongoing improvement, there are some people that are contrarians and objectors. No matter how good your Project Status Report format is, they will find a way to nitpick it with advice that is often times not very well thought out. Recognize these people for what they are and don't be bothered by them. It's a Status Report. Accept it and move on.

Project Status Reports: Tip 7 - Improve it.

To ensure that your Project Status Report is meeting the needs of your business, improve it. Periodically ask those that prepare and those that review the Project Status Report if it is meeting their needs. As the organization improves and evolves its project management capabilities, there is ample opportunity for continual improvement.

Project Status Reports: Tip 6 - Use it.

A tell-tale sign that a status report is of little value is when it is not used in discussions, meetings, and reviews. Seek to use your status report whenever the occasion rises to share information about your project. The more you use your status report, the better it wil be.

Project Status Reports: Tip 5 - Make it available.

A status report is of little use if nobody knows about it. Don't just file your status report away on your your PC hard drive and don't just email it as an attachment to your boss. Make your status report available to all those that have a need to know about it. Whether using a SharePoint document folder or network file share or something else, make it available.

Project Status Reports: Tip 4 - Make it pretty.

Make your project status reports pretty. Of course use a format that makes sense and that is easy to prepare. But take ample time to ensure that the project status report is pleasant on the eyes of its recipients.

Project Status Reports: Tip 3 - Keep it well formatted.

A well formatted report is intuitive to the recipient. It is easy to view, read, study, and understand. Hence, the focus and thinking is all about the status of the project, not how to learn what the various elements on the status report are.

Project Status Reports: Tip 2 - Keep it targeted.

Keep your status report targeted to your executive stakeholder. If you believe the stakeholder status report is too high level for others, consider having a second, more detailed status report, rather than adding far more detail to the status report than your stakeholder needs or wants.

Project Status Reports: Tip 1 - Keep it short.

Keep your project status report to just one page. This is more than a tip. This is a rule.

MBWA: Tip 10 - Don't forget to mentor.

Managing by walking around is a time tested leadership technique. How you go about it will be observed by others. Whether you realize it or not, you are continually mentoring your followers so take care to ensure that your MBWA is effective and also sets an example for others.

MBWA: Tip 9 - Don't pull rank.

The absolute worst thing a leader can do when managing by walking around is to pull rank. This is usually a knee-jerk tendency that is the result of not having a winning hand. In a collaborative business setting, it is seldom a good idea to pull rank. There is no quicker way to disenfranchise and disengage your team.

MBWA: Tip 8 - Don't leak.

Though you might be asked or even pried for information about confidential matters such as a reorganization or merger or acquisition, don't leak sensitive information. There is no surer way to interfere with or derail a confidential initiative than to have word about it get out in the workplace.

MBWA: Tip 7 - Don't interrupt.

When managing by walking around, don't be interruptive. If others are too busy and not able to talk to you, let it be. You can talk with and listen to them next time. When they see that you are not interruptive, they will appreciate the time that you do make for them and give you their full attention when they can.

MBWA: Tip 6 - Don't argue.

Discussions can be healthy, since they have the potential to build relationships and result in a win for all involved. Arguments, on the other hand, are rarely good. Almost always, arguments become forceful attempts to change another person’s point of view and result in a winner and a loser outcome. There is no surer way to fail at MBWA than to engage in arguing.

MBWA: Tip 5 - Be helpful.

Always bear in mind that the fundamental purpose of managing by walking around is to be helpful. Rather than trying to defend processes, policies, and tools that do not work or do not exist, seek to understand and help solve the problem at hand. And if a problem can't be solved, then move on to a problem that can.

MBWA: Tip 4 - Be attentive.

Don't just listen, play close attention to what is being said and what is not being said. Question for understanding and repeat what you think you heard back to the person giving you their input. A problem well understood is half solved.

MBWA: Tip 3 - Be spontaneous.

For managing by walking around to work, it is important to be spontaneous and go about your walking around in an unplanned manner. Otherwise, if MBWA becomes a planned routine then it will take on the appearance and effect of a staff meeting and lose its effect.

MBWA: Tip 2 - Be observant.

Managing by walking around is all about observing; observing what you see and hear as well as what you do not see and hear. As the malapropism prone baseball great Yogi Berra once said, "You can observe a lot by just watching."

MBWA: Tip 1 - Be relaxed.

Managing by walking around, MBWA, is a time tested management technique. To effectively employ MBWA, seek to be natural and relaxed as you walk around, observe and discuss how business is going with others. If you are tense and too anxious, others will notice and reflect your feelings and actions rather than their own.

Managing up: Tip 10 - Face.

Don't ever lose face with your boss and leadership team. You can lose face by not doing what you promised. You can lose face by having a bad attitude. And you can lose face by having an "I told you so" attitude when the decisions that your boss makes and risks that your boss takes don't turn out right. Once you lose face, it will be hard for your boss and other executives to view you as an "A" player.

Managing up: Tip 9 - Situational awareness.

Seek to employee situational leadership techniques in reverse. That is, optimize your interactions with your boss with respect to the willingness and ability of your boss. You have to treat a boss that is unwilling and able differently than one that is willing able able. Be aware of your situation and choose your actions accordingly.

Managing up: Tip 8 - Deliver on what you promise.

It takes time to build trust with your boss. While your boss may want to trust you right away, it is your ability to delivery what you have promised that builds the foundation of trust between you. Avoid being seen as unreliable on account of taking on more that you can possibly do.

Managing up: Tip 7 - Ask forgiveness, not permission.

If you ask permission for something that you want to do, then you run the risk of having that permission not given. Constantly seek to expand your level of authority by exercising good judgment and doing. From time to time you might have to ask forgiveness, but if you do not overstep your level of authority from time to time then you do not know where that level truly is.

Managing up: Tip 6 - Don't assume your boss knows what you do.

Don't assume your boss knows as much as you do, but do assume your boss can understand the key issues you have and need help with and can make good decisions. As expert, you will need to educate your boss from time to time. After all, you spend all of your time and that of your team on the issue; your boss does not.

Managing up: Tip 5 - Come with solutions, not just problems.

We have all heard the maxim, "There are no such things as problems, only opportunities." This is a good rule to abide by, especially when meeting with your boss. Be clear on what you want from your boss such as advice, support, actions, or acceptance. Don't just say you have a problem and toss the monkey.

Managing up: Tip 4 - Deliver context and call to action, not just the mail.

Bosses do not need a mailman, they need someone who can turn grapes into wine. So don't just deliver overly detailed reports or dashboards that have to be relearned every time you look at them, take the time to prepare for your boss the context and call to action of what the reports mean.

Managing up: Tip 3 - Carefully ask for opinions.

It is rare to have a boss that when asked for their opinion will use the psychological ping-pong approach of retuning the question to the person who asked. Rather, once asked and given, the opinion becomes a decision or constraint of some kind. And that opinion may not always be that of a genius or visionary. So, if you don't want your boss's opinion to thwart your achievements, to slow the speed of decision-making, or cloud the viewpoint, then don't ask for it. A good rule to follow; don't ask for an opinion if you don't one.

Managing up: Tip 2 - Manage time.

Your problem may be important to big you, but it also may be less important and much smaller to your boss and other executives. Respect and manage the time of your executives. The more simple the problem or issue at hand is, the less time you should have to spend on it with your executives. Do not confuse and intermix your more frequent problems with the most important ones where you really need time and attention.

Managing up: Tip 1 - Avoid the quick no.

If you press your boss or other executives for a quick yes or no decision, you can expect that decision to be a no. No, it is too risky. No, we do not have enough resources. No, it is not the right time. To avoid the "no" decision, help your boss or the executives who you need to support your case. Remind them where you last left the discussion, quickly summarize options, focus only where you need their help, and be prepared with the supporting information that they are likely to need to make a "yes" decision for you.

Delivering bad news: Tip 10 - Don't argue.

Arguments are rarely a good thing. Why? Usually, they are or quickly become forceful attempts to change another person’s point of view, and thus result in a "winner" and a"loser" situation and experience. Arguments always cause some damage, even if you "win." The next time you find yourself involved in a conflict of opinion, keep the discussion a discussion.

Delivering bad news: Tip 9 - Don't dismiss.

Bad news, like beauty, is in the eye of the beholder. Just because you do not think that the bad news is really all that bad, that doesn't mean that others think the same way. Take care and measure to see bad news through the eyes of the person that you are delivering it to. Don't dismiss their point of view or worse don't be oblivious to it.

Delivering bad news: Tip 8 - Don't prevaricate.

No matter how bad the truth may seem to be, prevaricating from it only makes matters worse. Though sometimes it may be tempting to sugar-coat bad news, or to partial disclose bad news, or even to flat out misrepresent bad news, in all cases such actions are very short-lived. Honesty is always the best policy.

Delivering bad news: Tip 7 - Don't leak.

Don't make bad news worse by leaking information to people who really don't need to know. Sure, it may make you feel better to commiserate difficulties to a trusted colleague, but is feeling supported worth the news spreading to unwanted areas? In most cases, the answer is no.

Delivering bad news: Tip 6 - Don't defend.

Don't defend bad news. It is what it is. So say it truthfully, sit back, and be quiet. There is no need to go on and on and on. Too many words makes you look and sound unsure of yourself and this may lead others to think that you are not in control of the situation and that there might be even more bad news that you are not telling them.

Delivering bad news: Tip 5 - Don't demean.

Always use tact when delivering bad news. Be direct, but don't be an ass. For example, in the popular TV show "The Apprentice" Donald Trump creates suspense and entertainment with his weekly end of the show proclamation "You're Fired!" However, Trump is quick to admit that in real life he would never say such a thing or behave in such a way. Rather he would be more likely to say "Hey, this isn't working and I want to make a change." There is no need to demean. As Trump says, that's bad business.

Delivering bad news: Tip 4 - Don't group.

Separate the bad news from the person. Just because the news is bad, that does not mean that the person is bad. Make sure to stay focused on actions and behaviors, and not make personal attacks. The person may be a bad fit for the project but can still be valuable to another project or team. Judge the behaviors of the person or people involved, but don't group the behavior with the person.

Delivering bad news: Tip 3 - Don't rush.

Allow time for discussion, questions, and in some cases venting. The recipients may need you to clarify what the bad news really means to them in terms of its current and future impact. If you don't allow time for this with every person involved and at the table, you will likely have to have this meeting and discussion again.

Delivering bad news: Tip 2 - Don't dance.

Don't dance, spin, or beat around the bush; just get it over with. If the person is about to get very disappointed, there will be no benefit from a discussion about what was on TV last night. If your recipients know something is coming, they will be annoyed with you for stretching things out with fake conversation. Aimless chatter may also make you appear unsure of yourself and potentially result in you losing control of the communication.

Delivering bad news: Tip 1 - Don't sandwich.

Don't put the bad news between good news. The good-bad-good combination usually confuses people or worse, makes them think that you are playing games with the truth. Also, victims of the sandwich approach may walk away remembering only the good news and forget the bad and you will likely have to deliver the bad news again. If the news is especially bad, limit the meeting to the bad news. You can always cover good stuff later.

Wide project management maturity: Tip 10 - Law of two feet.

If at any time you find yourself in any situation where you are neither learning nor contributing, use your two feet and go someplace else.

Wide project management maturity: Tip 9 - Get to work.

After arranging the bulletin board to consolidate duplicate issues, get to work. Assign meeting locations and meeting times for all of the issues to be worked on. Empower those participating to identify and participate in the meetings most important to them. Whoever attends the breakout meetings are the right people. The work that they expend on the issue is the right work.

Wide project management maturity: Tip 8 - Put up a bulletin board.

Once you are sitting in a circle, put up a bulletin board of problems to be solved. Invite all participants to state their name and their problem and to post it on the bulletin board. Let this activity continue until all participants have had their opportunity to post their problems, both big and small and everywhere in between. When there are no more folks with problems to post, the bulletin board has been completed.

Wide project management maturity: Tip 7 - Sit in a circle.

When was the last time you sat in a circle over the course of a business meeting or function? The traditional classroom-style seating of rows upon rows facing a presenter is typically not conducive to any kind of group interaction and information exchange. In fact, it promotes a disconnected, one-way flow of information. Whether less than ten people or more than one hundred, convene the meeting with all parties sitting in a circle, facing and interacting with one another.

Wide project management maturity: Tip 6 - Call a meeting.

Call a meeting and invite your wide organizational project management constituents to participate in an "Open Space" working session specifically designed to focus on helping them with project management related challenges that they face. Don't present and don't use overly complex, formal project management maturity models which typically only work in very narrow and already mature formal project management environments. Don't worry about no-shows; whoever comes is the right people.