Jen Bouchard

Project Managers and Dotted Line Resources Leading a project team without direct authority can feel like herding cats. How do you keep everything on track when your team members report to other managers? Clarifying roles and responsibilities is the first step. Clearly define what each team member is responsible for and how their work fits into the overall project goals. This helps avoid confusion and ensures everyone knows what is expected of them. Consider Asumpta, a project manager at Gnome Hat Tech Solutions. She leads a team that includes dotted line resources from the finance and product development departments. Asumpta starts each project by holding a kickoff meeting to outline roles, responsibilities, and project milestones. She ensures that every team member understands their tasks and how their contributions are critical to the project's success. Leading without direct authority requires strong communication skills. Regular updates and status meetings help keep everyone aligned and provide opportunities to address any issues promptly. Asumpta uses project management software to track progress and facilitate communication among team members. This ensures that everyone stays informed and can collaborate effectively, even when they have other reporting lines. Accountability is key. While you may not have direct authority over your team members, you can still hold them accountable for their contributions. Provide regular feedback and recognize their efforts to keep them motivated. If issues arise, address them promptly with both the team member and their primary manager to find a solution. When assigning tasks to dotted line resources, avoid being overly directive. A partnership approach fosters better collaboration and engagement. By involving team members in the decision-making process and valuing their input, you create a more inclusive and motivated team environment. Managing dotted line resources also involves balancing the needs and priorities of different departments. By maintaining open communication channels and fostering a collaborative environment, Asumpta ensures that her team can navigate the complexities of dual reporting lines effectively. A really great article from Australia's LeadingPerformance.com hits a number of the challenges in handling these dotted line relationships and offers some practical advice that may appeal to those of you who find this topic resonates with you https://lnkd.in/dgishfsM Reflect on your approach to managing projects with dotted line resources. How can you enhance clarity, communication, and accountability in your project teams? #ProjectManagement #DottedLineReporting #Leadership #Teamwork #Collaboration #Accountability #CommunicationSkills

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Best Practices for Organizations Implementing Dotted Line Reporting As a reminder, this week's topic is about navigating dotted reporting structures for managers and project managers, and today we're discussing best practices. Transform your organization’s dotted line structure from chaos to clarity with these best practices. Implementing a dotted line reporting structure can enhance flexibility and collaboration, but without clear guidelines, it can also lead to confusion and inefficiency. Here are some strategies to optimize this structure. First, ensure organizational alignment. Clearly define the goals and objectives of the dotted line reporting structure and how they align with the overall business strategy. This helps all employees understand the purpose and importance of their roles within the organization​​. Training and development are crucial. Managers and employees should be trained on the dynamics of dotted line reporting. This includes effective communication, conflict resolution, and performance management. Providing this training helps everyone navigate the complexities of the structure more effectively​. Consider the case of Gnome Hat Tech Solutions. The company implemented a dotted line reporting structure to enhance cross-departmental collaboration. To ensure its success, they conducted workshops for managers and employees, focusing on communication and collaboration skills. They also established a clear framework for performance evaluations, incorporating feedback from both primary and secondary managers. Monitoring and refining the structure is essential. Regularly review the effectiveness of the dotted line reporting structure and make adjustments as needed. This might involve soliciting feedback from employees, analyzing performance data, and making strategic changes to improve efficiency and collaboration​​. Creating a culture of continuous improvement is key. Encourage employees to provide feedback and suggest improvements. This not only helps identify potential issues early but also fosters a sense of ownership and engagement among employees​​. An interesting article from Lattice.com covers 6 pieces of advice related to setting up dotted-line reporting structures similar to what we've talked about with Gnome Hat Tech Solutions: https://lnkd.in/d-ZtYngn. All of the other articles I've shared this week also offer insights into the nuances of dotted line reporting structures for managers and project managers if you would like to review those as well. Reflect on your organization’s approach to dotted line reporting. How can you implement these best practices to enhance clarity, communication, and efficiency? #OrganizationalStrategy #DottedLineReporting #Leadership #WorkplaceEfficiency #Collaboration #ContinuousImprovement #TrainingAndDevelopment

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My word of the week is metacognition - the term for thinking about thinking. 🧠💭 Lately, I've found myself diving back into podcasts and exploring advice on handling challenging work behaviors. It made me ponder, do we dedicate enough time to understanding our own thinking processes? Why do we react or follow thought processes the way we do? Perhaps I tend to overthink and ruminate a lot, but I believe that personal growth and development stems from having a deeper understanding of ourselves. 🌱💡 For those keen to delve into the podcast that sparked this reflection, check out another insightful session from my dream trio here: https://lnkd.in/eP6UFUUB #Metacognition #PersonalGrowth #Podcasts #SelfReflection #Influence #Impact #ProfessionalDevelopment

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A "New" Leadership definition for 2024? Really?? In her Forbes article, Rachel Wells suggest the following "new" definitions of leadership: 1. Emotional Intelligence And Empathy 2.  Adaptability And Resilience 3.  Collaboration And Inclusivity 4.  Visionary Thinking 5.  Ethics And Responsibility She concludes by saying, "Traditional leadership models are inadequate. It's time for a radical transformation." Nothing could be further from the truth! In fact, these leadership attributes are "as old as Moses' toes" as they say, a point I believe I make clearly in my recent book on Moses' leadership style (available on Amazon at https://a.co/d/7GYrfT9 ). Lead on!!

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At the heart of change management lies a fundamental truth: successful change isn't just about implementing new ideas- it's about navigating the human experience of change. Effective change management extends beyond boundary-setting as it serves the purpose of fostering understanding among team members of undergoing company changes. By presenting the full spectrum of change's impact, from benefits to risks, leaders can help others embrace the transformation with clarity and conviction. #ChangeManagement #Leadership #TransformationalLeadership

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This week I'll revisit some previous ideas and introduce new insights through daily quick-hit topics designed to foster discussion. Day 1: Rethinking Agreement: The Role of Critical Thinking in Leadership Do leaders always have the answers? Not necessarily. True leadership involves fostering a culture where critical thinking and questioning are encouraged. When leaders share ideas, these should serve as springboards for further exploration and discussion, not final, unquestioned decisions. Consider a scenario where a leader presents a new strategy as an idea for feedback, rather than a fixed plan. This approach allows team members to contribute their perspectives, leading to more robust solutions, better engagement, and a more dynamic workplace. It not only demystifies the decision-making process but also places value on the collective intelligence of the team. Have you ever changed a project's outcome by speaking up? Share your experiences or a time when speaking up reshaped a project's trajectory! #Leadership #CriticalThinking #Teamwork #Innovation

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In today's finale of our series on B2B learning, we observe our L&D team as they embark on the final but ongoing phase of their project—gathering feedback and continuously improving their offerings. After setting their preliminary pricing and initiating pilot services with a select group of clients, Beatrice organizes a meeting to discuss the feedback gathering strategy. Beatrice: "Ensuring our services meet client expectations and remain competitive in the market is crucial. We need robust mechanisms to collect and analyze feedback from these pilot implementations." Jake: "I’ve set up a system using our existing Learning Management System to collect feedback through surveys immediately after each training session. We’re also conducting follow-up interviews with key stakeholders to get more in-depth insights." Krishna: "That’s great, Jake. We should also consider regular review meetings with our clients to discuss what’s working and what needs improvement. This will help us build stronger relationships and show our commitment to meeting their needs." Beatrice: "Absolutely, Krishna. Additionally, let's utilize our enhanced LMS capabilities to track all feedback and support requests. This will help us spot trends and address issues before they become significant problems." The team agrees on a detailed plan to integrate feedback into their development cycle, ensuring that they not only respond to immediate concerns but also anticipate future needs. Beatrice: "This structured approach to feedback will be vital for our continuous improvement. It will allow us to adapt our services dynamically and stay aligned with our clients’ evolving requirements." As the meeting concludes, the team feels confident about their strategy to enhance their services through active listening and engagement with their clients. An interesting article to review on the topic of gathering and acting on feedback comes from Qualtrics. You can read more about it here: https://lnkd.in/ge7hx4Pt. As we wrap up this series, I’d love to hear your thoughts on our fictional team’s approach to B2B learning and development. What strategies do you think are most effective for gathering and implementing client feedback in your industry? Thank you for joining us on this journey, and let’s continue the conversation! #B2BLearning #ClientFeedback #ContinuousImprovement #LAndD

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When I came out as gay my dad gave me a book on AIDS.   The personal impact was this introduce me to LGBTQIA+ history. At the time HIV was a topic I had no knowledge of. Being interested in biology I became hooked on the molecular game of cat and mouse that exists between a virus (like HIV) and their host (humans). Due to this book, I went on to study Natural Sciences, specialising in immunology, and virology then eventually to do a PhD where I studied both Herpes and HIV. I was even lectured by Dr Robin Weiss the who discovered CD4 the entry receptor of HIV who features in the text.   I was lucky that in this moment any negative connotations that came with the passing of the book went straight over my head. Instead, I learnt about the emotive struggle facing the community that preceded me and could see the progress that has been made. Overall, this instilled a drive to rally against inbuilt societal pressures that suppress queer people.   Being gay is the best thing that ever happened to me. The moment I admitted to myself I was attracted to men was the moment I came out of self-imposed repression. I had suppressed any part of me that felt same sex attraction and my effeminate tendencies that led others to question my sexuality. I internally denied these feelings and tried (and failed) to convince myself I was attracted women. A phycological hell driven by the general attitudes surrounding homosexual people and how awful it would be to be gay. “And The Band Played On” set me on the path to become a virologist and militant homosexual running an 🍑 🛏️ 💥company. This I am sure was not what my farther intended.   The sharing of coming out stories is a unifier between LGBTQIA+ people. I wanted to publish my coming out story now not only to coincide with pride month but also at a point in time where the conservative government is rolling back sexual education. To highlight the clear and undeniable need not only for compulsory sexual education but also LGBTQIA+ sexual education in schools. Particularly as LGBTQIA+ people appear randomly across society’s groupings and, so every family regardless of background needs to be ready to raise a queer child.   I would like to thank Anna Vybornova and the Polari Group team for inspiring me to talk publicly about my experiences and Diahala Doucouré for the session on short story writing. Unfortunately, when I started, I could not stop.   To read about: My gender dysphoria. Why people think it is acceptable to tell 10-year-olds they are homosexual. Why my father insisted on being present at my prostate exam. 🍑 see the full article here -

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What the Next Generation of Project Management Will Look Like (hbr.org) https://lnkd.in/g5psiVeN This article from Harvard Business Review by Rachel Longhurst and Woojin Choi (Gartner IT Leaders and Tech Professionals) delves into the evolving landscape of project management. While it discusses the changes in project management methods as well as the diminished role of PMs in certain regards, such as the use of work teams and AI to replace some of the traditional functions of the project manager, it also emphasizes the growing need for project managers with strong soft skills and tacit knowledge to provide the uniquely human elements of the job that can’t be so easily replaced. The article describes the result of a survey of 373 project management leaders, detailing the "next-generation skills" crucial for project managers, and how those skills enable three emerging “roles” for project managers: the Teacher, the Fixer, and the Orchestrator. ·        Teacher: an effective coach and mentor with strong communication skills, guiding project management processes and frameworks as well as adopting new technologies. ·        Fixer: skilled in identifying, resolving, and mitigating challenges in workflows and complex portfolios; expert at cross-functional collaboration and decision making. ·        Orchestrator: excellent data acumen, organizational awareness, and customer focus; strong cross-functional stakeholder management skills, and ability to synthesize diverse information, align it with strategic priorities, and translate these insights into executable actions. These roles emphasize the need for project managers to adapt and thrive in an environment where cross-functional coordination, advanced problem-solving, and strategic decision-making are critical. Take a look at the article and let me know what you think. Do you agree with the author's conclusions? Comment below!

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It's so important for leaders to care about their employees and be open to feedback. (1) For long term success, maintaining relationships with your team and with the customer, is more important than forcing a process (2) Employees are in the trenches and know what works and what doesn't, expectations and reality don't often align so having a leadership team that listens and adapts to new information is crucial If leaders are unable to cultivate relationships and set their egos aside, failure is imminent.

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This week, I've been covering AI discussion topics through quick-hit ponderings on challenges we face now and may face in the future. I've presented a few challenging topics and provided some supporting articles. If any of these resonate with you, let me know! Feel free to engage and I'll do my best to respond. Day 1: Over-Reliance on Chatbots Reducing Critical Thinking AI is convenient, but it can hinder our critical thinking. Over-relying on chatbots for quick answers can lead to a decline in problem-solving skills. Balance chatbot use with activities that foster critical thinking.  https://lnkd.in/gyzt242Z Day 2: Don’t Let Chatbots Replace Good Training Chatbots offer efficiency but shouldn't replace human-led training. True engagement involves personal interactions and mentorship that only humans can provide. Use chatbots to support, not replace, comprehensive training. https://lnkd.in/g3aXFUzY https://lnkd.in/gauwZ9_7 Day 3: Erosion of Creativity and Innovation Over-dependence on chatbots might kill creativity. Consistent idea-generation meetings and rewards for new concepts can sustain originality. How do you ensure innovation in your team? https://lnkd.in/g5FnEfRB Day 4: The Challenge of Unbiased AI AI models reflect the biases in their training data. Regular evaluations and updates can reduce biases, but total impartiality is elusive. Recognizing these biases is essential. https://lnkd.in/gK6_duMD Day 5: User Laziness and Decline in Skill Development Chatbots are handy but shouldn't make us lazy. Over-reliance can impede skill development. Combine AI tools with comprehensive training for well-rounded teams. https://lnkd.in/g3aXFUzY https://lnkd.in/g35dbqkH Day 6: The Positive Impact of AI in the Workplace While we've focused on pitfalls, let's not forget the positives. AI boosts productivity, aids decision-making, and fosters inclusivity. How has AI positively impacted your workplace? https://lnkd.in/giX46buy https://lnkd.in/gG8kXRHs

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One key learning: Communication of Value is essential … read this and think about your last Sprint Review session or other stakeholder communications.

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It’s Time for a New Model for Operations Management https://lnkd.in/gedTREnA The article discusses the shift from traditional hierarchical command-and-control operations management to a more flexible and responsive model. This new model disperses decision-making to the most relevant points within an organization, allowing for faster and more accurate responses to disruptions. The foundation of this model is built on four pillars: trust, talent, transparency, and technology. Companies like Nestlé have successfully implemented this approach, creating resilient operations that can adapt to rapid changes and uncertainties. The weaknesses in the traditional top-down management style have become more apparent in the post-pandemic world characterized by volatility and unpredictability. The new model emphasizes the importance of decentralizing decision-making to empower those closest to the operational action. Strategic decisions with long-term impacts are made by higher management, while tactical decisions are delegated to those directly involved in sourcing, logistics, manufacturing, and distribution. This decentralization is crucial for maintaining agility and responsiveness in a fast-paced business environment. The article highlights the key enablers for this shift: building trust between leaders and operators, enhancing talent through continuous skill development, ensuring transparency through access to relevant data, and leveraging technology to support decision-making. Nestlé's operator-centric approach demonstrates how these principles can be applied in practice, providing employees with the tools and autonomy needed to make informed decisions. This model fosters a culture of empowerment, engagement, and enablement across its global operations, allowing for accelerated decision-making, responsiveness to unforeseen events, and greater ability to organically adjust to changing conditions. Take a look at the article. Do you agree with the author's conclusions? Comment below!

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It is so important when creating (and maintaining) a good culture you have a balance of behaviors and systems/processes to support. You need to develop the right environment for people.

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Most of us agree that collaboration and inclusion are essential to teaming. But, as this piece from The Atlantic points out, it comes at a price. “We’re spending more time talking about work than actually working.” Interesting stats include: - We’re working from home 400% more than before the pandemic. - MSFT study found 33% of workers are as likely to be working at 10pm as 8am - Since 2020 we’re spending 300% as much time in meetings. How do you find a balance between time spent creating and time spent communicating? Can we do both well within 50 hrs/wk?

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Autism rates in the US are increasing, with 1 in 36 8-year-olds on the spectrum according to the CDC. And while large organizations have made strides in making workplaces more accessible and welcoming for neurodivergent employees, I worry about the future of this important work. Just this week Microsoft laid off a major DEI team and other organizations, such as Google and Meta, have cut staff and downsized programs that fell under DEI investment. There are so many benefits to hiring neurodiverse talent, including enhanced problems solving as these individuals often think differently and offer unique perspectives and solutions. Check out my latest infographic on five ways to help create a more inclusive environment for neurodiverse employees. #EmployeeExperience #HumanResources

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Great article. So much is accomplished in “chance” meetings getting coffee or when you’re asked to join a meeting while walking down the hall at the office. If everything is programmed and virtual, you lose these opportunities. As a remote employee, I value my time in the office. This is where I really get to know my colleagues and build lasting relationships that have a positive impact on business.

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Simple is not easy… it takes time to weigh many factors, interdependencies and just plain ambiguity in a situation. But once you do arrive at *simple + clear*, the magic is in the teams that can take the program direction and translate it into relevant actions and deliverables. This is why I love being part of cross-functional teams, no two days are the same, there is constant risk management and difficult trade-offs, but in the end we are all working towards a unified goal. #productstrategy #matrixleadership #leadership. #keepitsimple https://lnkd.in/gx-YSTHG

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Continuing my education and growth from the Project Management Institute!

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