Wild Success in 2008 through Optimism and High Self-esteem

istock_000000882290xsmall.jpgIn spite of much rhetoric on the subject, and the holy grail of the triple constraint, you cannot measure your entire worth as a project leader, or the success of your project, purely by whether they are on-time, on-budget, and feature-complete. In fact, to do so could create a negative spiral that further undermines your chances of success.

Marcus Buckingham, of First Break All the Rules fame, argues in The One Thing You Need to Know that people and teams do not perform at their best when they are realistic. Great managers get the best performance from people when they build their self-assurance to the point of helping them to become unrealistically optimistic. And great leaders achieve the best from their organizations when they rally people to a better future and get them to be unrealistically optimistic about the prospects that things will get better.

Optimism is a Strategy

Unrealistic optimism and high self-esteem are key factors in individual and team success. However the project management environment isn’t exactly brimming with unbridled optimism and positive reinforcement. Quite the opposite. Continue reading