Decision Making

5 Negotiation Steps That Will Close Your Next Deal

Negotiation Steps

In an ideal world, closing deals would be easy.

And with the right approach, it sometimes is.

Before sitting down at the table next time, take these five
negotiation steps to increase the chances you get the outcomes
you’re aiming for.

Decision Making

“This Is What Happens When You Abuse Compliments” – Negotiation Insight

“Compliments like smiles wear off if extended too
-Greg Williams, The Master Negotiator & Body
Language Expert (Click to

(Click to get the book)

“This Is What Happens When You Abuse

“You know what he was saying, right?” “He was
complimenting me,” was the response. To which the retort was,
“he said, you looked interesting, as a black man in a gold
Mercedes. He wasn’t complimenting you. That was mockery! What did
he want from you? I’m sure he was trying to persuade you to do

Even if unintended, compliments tend to persuade the receiver to
adopt a particular view of the sender. And in most situations, that
opinion tends to be favorable. Even when an insidious compliment
comes from an opponent, it can shift the trajectory of the
interaction. Thus, with the best of intent, if you abuse the usage
of complements, they can produce more harm than good.

Here’s what to consider when complimenting someone –
especially if you don’t want to incur a backlash.


Listen to what you’re hearing, and for what’s not said. That
means, to understand the intent of the compliment better, seek to
glean insight by observing the sender’s body language and other
nonverbal cues. As an example, if the praise was about you, as the
black man and the gold Mercedes, you might have detected the tone
of the accolade, body language gestures that accompanied it, and
any statements made immediately after that. That degree of
awareness would have increased your intuition from which to assess
the intent and sincerity of the compliment. After that, if you
thought it was a mockery, you might have pushed back on its
genuineness, or sought clarification about its intent.

If you compliment someone, and you sense they misperceive it,
don’t offer another one to bolster the one before it. Make your
sincere intent known about the initial one you made. If you don’t
do that, you’ll continue slipping down a slope that could pull
you deeper into a chaotic mess of unbelievability about your future

Tip – When in question, always listen
intently to how something’s said, the body gestures and sounds
that accompany it, and what precedes and follows it. By doing so,
you’ll be able to discern better the intent of the words

Abuse of Compliments

Another concern to be mindful of, as the sender or receiver of
compliments, is its frequency. If you’re overly infusive with
your compliments, it can make you appear as though you may be
‘sucking up’ to someone. To that end, you should understand the
personality of the individual to whom you’re complimenting. Some
people don’t like the attention to themselves that compliments

If you’re on the receiving end of compliments, once again,
understand their intent. Question their validity, what the
intention is to make you feel or do, and where the sender may be
going with them. While some people are genuinely pleased about an
aspect of your being, which causes them to extend a compliment to
you, some know how to use tributes as a sly form of manipulation.
If there’s any manipulation to occur, you should be the dapifer
that determines when it happens. The point is, control all attempts
when someone is attempting to manipulate you!

Suffice it to say, if you compliment someone, you should know
the purpose of it, and so should the person to whom you give a
compliment. The assessment and balance of your interactions and
relationship will hang on that scale.

Complimentary Points To Consider

To give a compliment that has more pizzaz, consider these

  1. The more they address specific characteristics a person
    possesses, the higher the chance of it having a more impactful
  • Try to avoid compliments that speaks to someone’s physical
    appeal. If they possess a physical trait that’s genuinely
    appealing, they’ve more than likely heard what you’re saying
    from other people, which will lessen your compliment. Instead,
    focus your praises on their achievements and/or something about
    their demeanor that’s pleasing to you.
  • When giving a compliment, highlight someone’s strengths.
    While you might say, “don’t worry, you’re getting better.”
    An endearment such as that can ring hollow. Instead, you might say,
    “you have improved significantly!” That type of statement has
    more energy in it, and it’s more uplifting.


When extending praise, understand your intent, which means have
a purpose in mind for why you’re offering it. It’s okay to
compliment someone with a sincere intent in mind. Just be sure that
they perceive it as such. If you sense that they don’t, make your
meaning known by stating your intention and rectifying any
ambiguity. The better you become at providing perceived sincerity
when complimenting someone, the more the receiver will be enriched
by them. That will bode well for you, your communication abilities,
and the enhancement of your persona.

It’s always nice when you can genuinely compliment someone.
Delivered and perceived in the right way, both you and the other
person will get a good feeling stemming from your graciousness. And
everything will be right with the world.

Remember, you’re always negotiating!

Listen to Greg’s podcast at

After reading this article, what are you thinking? I’d
like to know. Reach me at

To receive Greg’s free “Negotiation Tip of the
Week” and the “Sunday Negotiation Insight” click

#compliment #abuse #csuitenetwork #thoughtcouncil #Bodylanguage
#readingbodylanguage #Negotiations #Control #Conversations
#NegotiationStrategies #NegotiationProcess
#NegotiationSkillsTraining #NegotiationExamples
#ReadingBodyLanguage #BodyLanguage
#Nonverbal #Negotiate #Business #SmallBusiness #Negotiation
#Negotiator #NegotiatingWithABully
#Power #Perception
#emotionalcontrol #relationships
#BodyLanguageExpert #HowToNegotiateBetter #CSuite
#TheMasterNegotiator #ControlEmotions #GregWilliams #success
#negotiation examples #Negotiation strategies #negotiation
process #negotiation skills training #negotiation types

#negotiation psychology #Howtowinmore #self-improvement
#howtodealwithdifficultpeople #Self-development
#Howtocontrolanegotiation #howtobesuccessful

The post
“This Is What Happens When You Abuse Compliments” –
Negotiation Insight
appeared first on The Master Negotiator &
Body Language Expert

Decision Making

“Danger Is The Cost For Crossing A Negotiation Line“ – Negotiation Tip of the Week

“The danger in crossing a line is ending on the wrong
-Greg Williams, The Master Negotiator & Body
Language Expert (Click to

(Click to get the book)

“Danger Is The Cost For Crossing A Negotiation

He stated, with a sense of exasperation, “you’re getting
very close to the line! If I can’t walk away feeling like I got
something out of this deal, both of us will walk away with that
feeling.” With that statement, he’d tossed the gauntlet down
and drew the line indicating how far the other negotiator had gone.
Yes, it could have been his ploy to signal where his disdain laid
per the offer made. But it was also his way of heightening the
tension in the negotiation.

There’ll be times when you get caught in situations that lead
to crises. Some will stem from the fostered efforts of others.
That’ll be their attempt to entangle you in the trap of
indecisiveness and uncertainty. If you’re fleet of mind, you’ll
slip the snare and avoid a potential crisis. And here’s how to do

Using And Applying Pressure

When an accident victim is badly bleeding, first responders use
a tourniquet to apply pressure to the wound. That’s an effort to
control blood loss. If you use too little or too much force, you
risk further harming the victim. And the same is true in a
negotiation. You must know when to and when not to apply pressure.
There are three ways to do that if you sense someone’s getting
close to crossing a line.

  1. Time – Most people know you can use time as a form of
    pressure. But if you wish to use it as a deterrent to indicate
    someone should not cross a line, you need to have incremental line
    points. As an example, let’s say you extended an offer with a
    time deadline. Instead of stating it expires at 11:37 a.m. on
    Thursday, you might structure your offering to have the best deal
    expire on the prior Monday. You could have incremental offers
    between Monday and Thursday too. And at each point, the deal would
    become worse. In this case, your efforts would become geared to
    inducing this individual to act sooner than later. Because the
    longer inaction occurs on his behalf, the higher the cost he’ll
    bear. And, if he waits until Thursday to accept your offer, he will
    have crossed several lines, which will be the penalty he incurred
    for doing so.
  • Scarcity Factor – Another tried-and-true inducement is the
    scarcity factor – only two left, 14 people are watching this
    item, etc. You see it in some form of your everyday activities. Its
    purpose is to get someone to act quickly.

Depending on your position at that point in the negotiation, you
can state that you’ll wait for a better offer before doing
anything. With that, you’ll be moving the line closer or pushing
it off into the distance. Just be aware that there’ll be a cost
for readjusting the line.

  • Boogyman/Phantom – Another buyer is waiting for this. So,
    you’d better get it while it’s still available. This maneuver
    encompasses both the time and the scarcity factor. And it can be an
    excellent ploy to use against a less sophisticated negotiator.
    Before him, you’ve placed the proverbial line. But a more astute
    negotiator may mark you as being the one that lacks sophistication
    if you attempt this with him. So, assess the negotiator’s
    astuteness before you employ this tactic.


You must set the right tone in any interaction, less your
actions set out for failure. Thus, before you set the line you’ll
use to induce activity, you must consider the role and demeanor
you’ll use to enhance that effort.

Being Too Soft (soft line) – Recall a time when you were
making a purchase or selling something, and there was no pressure
or rush to complete the transaction. How did you feel? If you were
the seller, you might have experienced some form of angst if you
wanted to complete the deal quickly. If you were the buyer and you
sought to acquire the item fast, and could not do so expeditiously,
you may have had the same sensation. The point is, sometimes taking
a soft approach is not the right approach to use. With some people,
the more time you give them to complete a transaction, the more
time they’ll take, which may lead to them not adopting an action
at all.

Pushing Too Hard (hardline) – Darn, he was pushy. That’s
what someone might have said about you, or you might have said
about someone you dealt with about and effort to excessively close
a deal. While the soft line approach can be less daunting for some
to deal with, being a hardliner can cause someone to run from you.
Always know the difference between when to use one approach versus
another. And that will dictate which demeanor and line you should

Tip – Always attempt to leave the other
negotiator feeling like a winner. And, if he thinks that he
slightly got an advantage due to his smarts, he’ll receive
greater pleasure from the outcome. The demeanor you cast during
your engagement will determine the degree he feels he’s won
something, or if you gave it to him. People have a tendency not to
appreciate what someone has given them as much as what they’ve
achieved on their own merits. Remember that!


Every day, we’re confronted by a line that serves as a
boundary between what we want, what others will allow us to have,
and what we’ll offer them. Once you become better at drawing a
line and knowing how to maneuver someone’s perspective about the
value of it, you’ll become better at achieving more significant
outcomes from those with whom you engage. And everything will be
right with the world.

Remember, you’re always negotiating!

Listen to Greg’s podcast at

After reading this article, what are you thinking? I’d
like to know. Reach me at

To receive Greg’s free “Negotiation Tip of the
Week” and the “Sunday Negotiation Insight” click

#Danger #Cost #Line #csuitenetwork #thoughtcouncil #Bodylanguage
#readingbodylanguage #Negotiation #Control #Conversations
#NegotiationStrategies #NegotiationProcess
#NegotiationSkillsTraining #NegotiationExamples
#ReadingBodyLanguage #BodyLanguage
#Nonverbal #Negotiate #Business #SmallBusiness #Negotiation
#Negotiator #NegotiatingWithABully
#Power #Perception
#emotionalcontrol #relationships
#BodyLanguageExpert #HowToNegotiateBetter #CSuite
#TheMasterNegotiator #ControlEmotions #GregWilliams #success
#negotiation examples #Negotiation strategies #negotiation
process #negotiation skills training #negotiation types

#negotiation psychology #Howtowinmore #self-improvement
#howtodealwithdifficultpeople #Self-development
#Howtocontrolanegotiation #howtobesuccessful

The post
“Danger Is The Cost For Crossing A Negotiation Line“ –
Negotiation Tip of the Week
appeared first on The Master Negotiator &
Body Language Expert

Decision Making

Tips For Negotiating Online

The challenge of negotiating online is trying to generate rapport
The challenge of
negotiating online is trying to generate rapport
Credit: Monito – Money Transfer

When we enter into a negotiation, we are facing a number of
different challenges. One of the biggest can be cultural barriers
to communication if the other side comes from a different
background than you do. In order to overcome such issues, we need
to find different ways to use our negotiation styles and
negotiating techniques to communicate with the other side using
manners, body language, and perhaps even our physical appearance.

When we are negotiating with someone online
, a number of the
ways that we communicate will not be available to us. However, we
are still going to have to find a way to build a sense of
rapport with them.

Skills Needed For Negotiating Online

Online negotiating is a brave new world. This type of
negotiating is very different from either face-to-face or even
telephone negotiating. These more traditional types of negotiating
allow us to create a greater sense of social awareness with
the other side
and leads to better stability and
cooperation than we can expect to achieve during an online
negotiation. As negotiators we are going to have to find ways to
transfer the rapport building
that we’ve developed for traditional negotiations to
the brave new world of online negotiations.

So what are we dealing with here? When we are negotiating with
someone online we need to understand that their social
norms may be unclear to us
. If we find ourselves having
troubles relating to them, then we need to take the time to pay
close attention to them in order to see if we can get any hints
regarding how we should be behaving. When we are negotiating online
we will be limited. The only clues that we will have are words that
are typed on the screen. Using this input we are going to run into
problems trying to respond to the other side’s style. Such things
as the use to capital letters in an email, the presence of
emoticons, or even idle chatter about the weather all mean
something and you are going to have to figure out how to

Just to make things a bit tougher for you, the way that online
negotiations are conducted is different than how we do it
face-to-face. The speed at which we can exchange electronic
communications allows us to conduct our negotiations using short,
direct messages
. The result of this is that neither side
may take the time to think through exactly what they would like to
say and how they should go about saying it. This can work if we
were just having a quick factual exchange with the other side.
However, if we are engaged in a more extensive collaborative
negotiation that will require discussion and reflection on both
sides then this can easily complicate negotiation strategies.

How We Communicate During A Negotiation Online

Where the world of online negotiations becomes a bit strange is
when we realize that people tend to act differently online
than they do in person
. As an example of this, when we are
negotiating with people face-to-face the other side is more likely
to reveal information to us honestly. When we get this information
from them, we will generally believe them and take action based on
what they have told us. However, when we are negotiating with
someone online they will tend to hold back on sharing private
information with us. If they do decide to open up and share
information with us, we will more often than not be wary about
responding to their actions by sharing our information.

As though this was not enough, it gets even worse. The people
who study negotiations have taken a look at the emails that get
exchanged during an online negotiation. What they have discovered
is that these emails contain information that is less
likely to be true, less likely to be relevant to the negotiation
that is going on, and less likely to be clear
. The end
result of this is that the information that is being shared is
going to be less informative than the information that gets shared
during a face-to-face negotiation.

As negotiators what we need to realize is that being
able to create a trusting, collaborative online negotiation is
something that is rarely done
. One of the key reasons is
that when we are communicating with the other side via emails,
there is a real possibility that bluffs and threats can increase.
If this happens, then all of sudden we can start to experience an
episode of “flaming”. When this happens, both sides can start
to send off heated email messages without taking the time to think
about the consequences of their actions.

What All Of This Means For You

The world of negotiating is changing. What used to be done
face-to-face or over the telephone is now starting to be
done online
. This poses a number of unique challenges for
negotiators. When we are communicating with someone either
face-to-face or over the phone we are able to overcome cultural
barriers by sensing their feedback to what we are telling them via
body language and voice inflection. However, when we are
negotiating with someone online these cues are missing. Negotiators
need to learn to adapt to the world of online negotiating.

When we are negotiating with someone face-to-face or over the
phone, it is possible for us to establish a sense of rapport with
them. However, this is hard to do when we are negotiating with
someone online. When negotiating online we won’t have
access to the clues that we normally have that tell us what
the other side is thinking
. Instead, we’ll have to try
to guess their thoughts based on the content of the emails that
they have sent to us. Things become trickier because an online
principled negotiation tend to happen so fast. Both sides can get
caught up in the moment and we don’t take the time to think about
what we are going to be putting into our next email. When we are
negotiating with someone online, they will tend to hold back and
not share as much information with us. Likewise, people are more
likely to to be untruthful in their email communications.
Negotiating online is hard to do and it can be all too easy for one
or the other side to start to use bluffs or threats.

The world has moved on and we really can’t make it move back.
Negotiating online is now a part of our lives. We
need to take the time to study this new form of negotiating and
understand how to make the most of it. Realizing that online
negotiating is not the same as face-to-face or telephone
negotiations is a key first step. The next time that you find
yourself involved in an online negotiation, slow things down and
take the time to build some rapport with the other side so that you
can reach the deal that you both want.

– Dr. Jim Anderson
Elephant Consulting –
Your Source For Real World Negotiating Skills™

Question For You: Do you think that there would ever be
a time that an online negotiation should be stopped and you should
meet face-to-face?

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What We’ll Be Talking About Next Time

Let’s face it – you can’t negotiate without having some
emotions come into play. We all tend to get upset, excited,
depressed, and elated at different times during a negotiation
because of the negotiation styles and negotiating techniques that
are involved. Without a lot of surprise it turns out that the
people who study such things are learning about the connections
among emotions, negotiators, and decision making. Since such
emotions can influence the results of our negotiations, it sure
seems as though we should take some time and understand how our
emotions can influence our outcomes.

The post
Tips For Negotiating Online
appeared first on The Accidental

Project Management

How Leaders Can Develop Great Remote Management Skills

Remote work is growing in popularity, but succeeding as a remote
manager isn’t the same thing as being able to manage remote
workers effectively.

Unfortunately, managers who lead partially- or fully-remote
teams — but who don’t have remote work experience of their own
— may not understand what employees need to be successful in
these environments.

Whether you’re a new remote team manager or an established
leader looking to improve your remote management skills, keep the
following nine tips in mind:

Tip #1: Practice working remote

Here’s a quick and easy way to become a better remote manager:
if you don’t have remote work experience yourself, create it by
working remotely voluntarily for a few weeks.

With permission from your higher-ups, relocate temporarily to
your home office, a local coworking space, or even your
neighborhood coffee shop. Doing so will make the challenges
associated with remote work immediately apparent, improving both
your empathy for the remote experience and your ability to create
conditions that allow distributed team members to thrive.

Tip #2: Set expectations and routines around communication

One of the challenges employees associate with remote work is a
feeling of disconnection from the team — especially if it’s
only partially distributed, and some members of the group are able
to work together in an office setting.

Improving this negative sentiment requires a multi-pronged
approach, yet one simple way to create a sense of belonging is
through established communication routines.

Set times for weekly stand-ups, one-on-one meetings, and even
team brainstorming sessions. When remote workers know how and when
they’ll be able to connect with others, get information, and
receive support, they’re likely to feel less isolated from the
rest of their team.

Tip #3: Be meticulous about note-taking and documentation

Despite their best intentions, remote managers can sometimes
fall victim to an “out of sight, out of mind” mentality. This
can be particularly challenging when impromptu brainstorming
sessions fail to bring in all relevant remote team members —
potentially leaving them out-of-the-loop on major updates or

It may not always be feasible to loop in remote team members at
a moment’s notice, especially if you’re working across
different time zones. But you can make a concerted effort to
document any discussions that took place in order to share new
findings or insights with all relevant parties.

Tip #4: Invest in the right tools to deliver these expectations and

Blissfully’s 2019 Annual
SaaS Trends Report
found that the average employee uses eight
apps and that this number increases as company size grows.

Your remote team isn’t the place to skimp on your tech stack.
Plenty of solutions exist today that make it possible for you to
deliver on the communication and documentation standards you set
for your team and yourself.

At a minimum, you’ll want to have:

  • A chat tool for quick check-ins and status updates
  • A project management system like LiquidPlanner for team
    and project visibility
  • An intranet or cloud storage drive for sharing files
  • A design annotation tool for sharing creative feedback
  • A video conferencing solution like Vast
    for remote meetings

Tip #5: Look for and eliminate barriers preventing collaboration

Just because you’ve built your remote team tech stack
doesn’t mean you can sit back and assume your job is done. As a
remote manager, it’s up to you to continually monitor your
team’s usage of the systems you’ve chosen to identify barriers
to collaboration that may still exist.

Check-in with your team members regularly to make sure they’re
happy with the solutions you’re using. If frustrations exist with
individual tools, they won’t be used — and there are simply too
many tools out there to stick with one that isn’t working for
your team’s specific needs.

Tip #6: Use video conferencing as a relationship-building tool

As mentioned above, video conferencing can be useful for running
remote meetings, but don’t overlook its importance as a
culture-building tool.

As an example, the team at Zapier hosts weekly “pair buddy
chats,” where 2-3 people within the company are randomly matched
for quick hangouts. According to Wade Foster, writing for
Zapier’s blog
, “Pair buddy chats help keep some semblance
of the office social life as part of work and encourage people who
work in different departments to get to know each other

Though Foster’s team conducts these sessions via chat tool,
arranging for them to be held via video conferencing can help forge
important social bonds that reduce social isolation and improve
overall morale.

Tip #7: Learn to recognize more subtle signs of conflict

In remote work environments — where you don’t typically have
regular exposure to team members’ body language, tone of voice,
and other nonverbal communication signals — it can be easy to
miss the early signs of growing conflict. And even if you do catch
them, dealing with them appropriately requires a willingness to
address them head-on, rather than sweep them under the rug.

One of the easiest ways to increase your awareness into remote
team members’ frustrations is to develop an understanding of
their baseline communication habits. Dry humor from a team member
may not be cause for concern if that’s their standard operating
procedure. But increased negativity coming from a generally
positive worker, on the other hand, could be cause for concern.

If you see these types of changes or other signs of potential
conflict, address them proactively. If the employee was in the
office next to you, you may be able to keep a watchful eye instead
to see if the situation improves. But without this day-to-day
exposure, you need to be more direct about raising any concerns
that arise so that they can be successfully managed.

Tip #8: Develop trust by following through on commitments and
holding team members accountable to theirs

Establishing a successful remote work environment requires a
tremendous amount of trust. As a manager, you’ve got to trust
workers to handle their responsibilities on their own, without your
direct oversight. And as workers, your team members have to trust
that you’re looking out for them and defending their performance
to others in order to feel secure in their positions.

This type of broad, sweeping trust doesn’t happen
automatically. Instead, it’s built over time as you follow
through on the commitments you’ve made to remote team members. If
you’ve scheduled meetings for specific times, follow through. If
you’ve promised to come back to someone with an update, don’t
make them chase you down for more information.

When team members know that they can take you at your word —
and that you’ll hold them to the same expectations — they’ll
be much more likely to trust you on bigger picture issues.

Tip #9: Stay out of the way

One of the best things you can do as a remote manager? Simply
stay out of the way. Don’t be an unnecessary roadblock that keeps
others from doing their jobs.

Presumably, you’ve hired people who are well-suited to remote
work and who are competent at their jobs. If both of these
conditions are true, there’s no reason to micromanage team
members. Trust that they’ll do their jobs, and then let them get
to work. You can always address issues that arise, but if you try
to directly manage every aspect of the performance of workers you
may never meet in person, you’ll actually limit their performance
and demolish morale unnecessarily.

Being a great remote manager may not come naturally, but it is
something you can achieve through regular practice and thoughtful
leadership. Put the nine tips above into practice, and watch your
remote team’s performance soar.

What other tips would you add to this list? Leave a note
sharing your suggestions in the comments below:

The post
How Leaders Can Develop Great Remote Management Skills
first on LiquidPlanner.

Project Management

Rebuilding Your Confidence After Project Failure

I’ve just left a six-month contract for a project
which ended up in a failure for all sorts of reasons. It has really
knocked my confidence. How can I start to get over this and get
back out there?

First thing, take a step back, and don’t think about jumping
straight back into another role. You need to give yourself
permission to take some time for reflection. What do we mean by
reflection? I guess it could also be called your own ‘lessons
learnt’ as we often refer to it in project management speak.

It’s easy to fall down the rabbit-hole into negative self-talk
and overthinking what went wrong, what could you have done better
and so on. We often forget that projects have a habit of doing this
– going wrong! And we also know they go wrong for lots of
reasons, not just our own actions to blame.

It’s the combination of different factors and we can start by
understanding the bigger picture of what happened over that six
months and start to rationalise it. I think you’ll soon start to
see that some of it was way out of your control and other parts,
yes, sure you could have chosen a different way to tackle

Once you’ve started to take that step back, removed the
emotion out of it, you can start to get that project manager hat
back on again and think about what you’ve learnt from the six
months in a practical sense. It’s about taking something positive
away from
every assignment you
have regardless of how the project played out.

In my experience there are three great ways to leave a bad
assignment behind and move on. The first is all about addressing
your confidence levels. Take some time out and spend some of that
on your own professional development. Yes, take a course you’ve
been meaning to for a while. New knowledge has a habit of making us
feel reenergised and reinvigorated – ready to take something new
on again.

Doing this also leads to the second way to get over something
like this – be more discerning with the next assignment you take
on. If there is one lesson we can learn is to make sure you don’t
take another assignment with all the same hallmarks. That means
you’re going to be selective with the interviews you attend and
when you do, you’re going to think about the questions that need
to be asked during that interview to undercover what the assignment
is really all about.

The third way – and one which all project managers should be
mindful of and that’s just to talk it out with someone you trust.
Many project managers also find solace in finding a coach or mentor
for a while to help them overcome what they might perceive as their
own failings. We all know that project management is a high-stress
profession, and we need to remember we’re all human at the end of
the day and we must be kinder to ourselves.

The post
Rebuilding Your Confidence After Project Failure
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Project Management

What I Wish I Knew 20 Years Ago

As celebrates its 20th anniversary, Mark
Mullaly-who has been a contributor since our very first year-shares
insights that he would most want his younger self to know,
appreciate and learn from.

Project Management

Project Management in 2000: Lessons From a Seasoned PM’s Journal Entries

As celebrates its 20th anniversary, Joe
Wynne-a contributor since our very first year-shares a sampling of
his PM journal entries from two decades ago!

Project Management

An Unexpected Journey: 20 Years and Counting

As celebrates its 20th anniversary, author
Michael Wood–who has contributed since our very first year–looks
back at his introduction to the site, and how its evolved.

Project Management

20 Years, 20 Timeless PM Lessons is 20 years old! To celebrate this milestone,
we look back at 20 lessons our subject matter experts have shared
over the last two decades-one for each year!