American Eagle Group Resource Material Review

The 5 Love Languages: The Secret to Love That Lasts

info@ameagle.com (The Project Professors) — Mon, 26 Dec 2011 17:32:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

The 5 Love Languages: The Secret to Love That Lasts
by Dr. Gary Chapman

A few years back, I attended a men's conference. One of the sessions discussed improving your love life. I was curious and decided to attend. During the session, we took a profile to help us determine our love language. According to the presenter and this book, there are five love languages. Each of us feel love, affirmation and self-worth in different ways. For some, it is through touch. For others, it's words of affirmation. Or acts of service. And so on. The simple 30 question assessment pinpointed my love language. Something I already knew but couldn't put into words. More importantly, it was difficult to explain to my wife.

Funny thing was, her love language was completely different than mine. While I tried to love her using my language, she didn't get it. And vice versa. She was loving me the way she needed it, but I wasn't translating. Even with the communication gap, we experienced a good marriage.

One morning, I took her to breakfast and had her take the same profile. Immediately, we discovered a key to taking our relationship to the next level. It has been really amazing.

I am excited to read this book. I know human languages have different dialects. Same words, different meanings. Similar phrases with various connotations. I am expecting this book to help me understand the dialect of love I speak, but more importantly, my wife's dialect.

An ancillary goal is to recognize other people's love language. As a project manager, I can use this knowledge to help me manage and influence my team members.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

What It Takes to Be #1 : Vince Lombardi on Leadership

info@ameagle.com (The Project Professors) — Thu, 15 Dec 2011 18:40:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

What It Takes To Be #1: Vince Lombardi on Leadership
by Vince Lombardi, Jr.

Vince Lombardi is a legend to many who are professional football (American football) fans and to many other leadership students. He is best known as the head coach of the Green Bay Packers during the 1960s. He took an under-achieving team full of very talented players and created champions who won numerous championship games. Most notably, he created an attitude of winning.

Lombardi is known for his dogmatic approach to life, the desire to win through preparation and dedication to the cause. Some may see him as a tyrant, but after reading this book, I'm firmly convinced his dogmatic approach came from conviction.

The book describes his leadership approach. It explained many common quotes attributed to Lombardi, such as "Winning isn't everything, it's the only thing." I never really liked that quote because it eliminates the "win-win" situation we project managers try to achieve during conflict resolution. I learned the quote really was, "The will to win isn't everything, it's the only thing." That is a major difference and one project managers can leverage.

Overall, the book did a great job of describing Lombardi's approach to leadership: conviction and dedication to the "goal." Every fiber of his being was focused to align his team to the goal of winning - the performance measure of football teams. For us, the goal might be something else, but the overall theme is intently focusing on the goal. Align our thoughts, attitudes and actions to achieving the desired outcome.

After reading the book, I had two reactions: these principles apply to today, but the approach must change. We no longer live in a world of command & control of the 1960s. I don't mean we live in a world of the manby-pamby, wishy-washy, decisions are made by votes. Leaders need to lead, but leaders must create an environment where decisions and leading take into consideration feedback.

Lombardi used a very top-down style of coaching. It was his way or the highway. Either the players did what he asked, or they were asked to leave. Players had a limited amount of say in how plays were run, practice was conducted, or how the game was played. And it worked back then, but certainly doesn't work in corporations today.

But something has happened since that time. Society has changed over the 50 years since then. Particularly, during the 1960s, we started to question authority, understand leaders have limited views of situations, and those on the ground have important information necessary to make the decisions necessary for success. Dictators are regularly overthrown and despots fall.

That is not to say that leaders shouldn't lead. It doesn't mean we run democracies. It means we must understand our team, its individuals' talents and mannerisms, the members' needs and concerns to factor in the best methods of achieving the goals, to reaching the destination.

This book has some very good points and ideas. I have pulled much from it for use with my teams. But what I have done is to take its principles and tailor them based on my experiences, research and reading other leadership experts information and update it for today's society. Leading people today, especially the younger generations takes skill and understanding that Lombardi did not need or have. So, take the points established by the book and fit them to today.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

The Bus: My Life in and out of a Helmet

info@ameagle.com (The Project Professors) — Mon, 28 Nov 2011 01:39:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

The Bus - My Life in and out of a Helmet
by
Jerome Bettis, Gene Wojciechowski

I was perusing the bargain book section at a local book store when I came across this book. Being an avid Pittsburgh Steelers fan (I live in a blended family environment – my wife and oldest son are Philadelphia Eagles fans and my youngest son and I are Steelers fans), I noticed this book. I thought it might be a book my youngest son would like to read. OK, I was curious also.

A departure from my normal type of book to read – leadership, motivation, business focus, etc., I felt the diversion was warranted. Every now and then, I like to read a story about a kid who comes from obscurity to become something because it aligns with my life. Jerome Bettis came from the ghettos of Detroit to become one of the best running backs of the National Football League (NFL). Although I didn’t come from the ghetto, I did come from a dinky town in the woods of western Pennsylvania, about as obscure as you can get, even though the area I grew up in did produce several famous NFL players – Joe Namath, Dick Butkus, Mike Ditka, Tony Dorsett, Joe Montana, just to name a few.

Books about humble beginnings to greatness spur me on. It tells me that great beginnings are not a prerequisite for great endings. Greatness is an attitude, not an altitude in life. While I might not be known as widely as others, my significance in life is dependent on what I do and how it influences others.

I learned several things from this book:

Scrappiness helps us achieve our goals – the tenacity and internal fortitude to believe we can actually reach our goals.
Team membership is important – we don’t reach our levels of success by ourselves, we need others, not stepping on them or using them, but through joining forces to accomplish more.
Friendship qualities gains friendship support – we have a desire to help others who we are drawn to, so developing likable personality qualities engenders camaraderie and forward progress.

Coming from the ghetto, Bettis had to work just a bit harder to break free from his environment than those of us who don’t come from that culture. The ghetto is not a place, but a way of life. Being from the back woods is not a place, but a culture. Being insignificant is a mindset; significance is influence. To become something different, we must do more than the status quo, break the homeostasis of our life and decide on a new path. Bettis admits in his book he could have stayed in the ‘hood and lead a life of crime and downward spiral. He wanted to become a professional bowler, but through a concerned coach and dedicated parents, he changed his life and impacted many through his accomplishments on the gridiron.

His book details his steps along that long journey, similar steps I’ve taken in very different forms but just as impactful in my live. I’ve never been one to just let life happen, but to envision my future and determine the path to get there. Along the way, I’ve run into many roadblocks and detours. Although I didn’t end up where I originally wanted (retired by 40, grandfather by 45, speaking tour by 50, etc.), I am satisfied with the results so far, but nowhere near finished with the journey. Books such as “The Bus” continue to remind me I am not abnormal, but have suffered similar setbacks, dealt with comparable politics and disappointments, and have parallel paths as many others, famous or not.

This book is light reading compared to my normal business focused books, but getting outside my profession to see others struggles helps put my situations in perspective and cross-pollenates their learning with mine. As a result, I see problems, challenges and opportunities from different angles than my colleagues, sometimes giving different options than traditionally seen. Rather than being myopic in viewpoint, I see the broader vision, the alternate paths and remain flexible to various solutions. As a result, I am more valuable to my clients because I offer other solutions than the normal “we’ve always done it that way” methods. Then I can help them choose the best method to meet their needs.

Trust Your Next SHOT - A Guide To Living A Life of Joy

info@ameagle.com (The Project Professors) — Mon, 28 Nov 2011 01:13:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

Trust Your Next SHOT - A Guide to a Life of Joy
by
Meadowlark Lemon with Lee Stuart

One Sunday morning, the Clown Prince of Basketball showed up at my church. Meadowlark Lemon was always one of my favorite boyhood entertainers along with the rest of the Harlem Globetrotters. I usually watched them on my black-and-white TV, but I did get to see them live when they came to a city near my home town. I was always amazed by the antics and abilities of the players on the basketball court. In the center of attention was Meadowlark Lemon. He was skilled and funny. I learned from his performances you could be professional and personable at the same time. I learned professionalism was not always the uptight, straight-laced, everything-under-control posture most people consider to be professional. I learned you could be approachable even when steeped in knowledge, expertise, experience and ability.

Almost fifty years later, Meadowlark Lemon is still just as jovial and personable as he was back in the Sixties. Although his profession has changed, he is an ordained minister, he is still Meadowlark Lemon. His book, "Trust Your Next Shot - A Guide to a Life of Joy," is part auto-biography and part motivational. I learned of his humble beginnings and how a wire coat hanger and tin can started his basketball career. I realized it does so matter what you are given in life, it's what you do with it that makes the difference. He set his goal to become a Globe Trotter (it was two words when he was first introduced to the team, but eventually become conjoined around the time he was asked to be on the team) and certainly accomplished it by becoming synonymous with the team. He was asked to become the clown of the team at which he excelled.

His ministry today, from both a spiritual and secular sense, is a life of joy. He brought happiness to many during his career and continues today through his advice on life. After a biographical description of how he attained his status, Meadowlark begins to provide life-instructions using basketball terms. I am not a basketball fan or even knowledgeable in basketball terminology, but I was able to follow and understand how he applied the metaphors to everyday life. Similar to other books that motivate and provide advice concerning living, Trust Your Next Shot reminds me again of the obvious, everyday things I gloss over because of the concerns for the day. Keeping them forefront in my mind helps me realize the current crisis is temporary and with proper attitude and actions, itâll be overcome. Whether it is a sad, frantic, scary, panicky, or painful situation, using the book's advice, I can return to a life of joy.

Meeting Meadowlark in person and playing with him in a golf tournament the next day was certainly a pleasant encounter in my life. To meet someone I watched as a boy, remembered as one of my favorite entertainers and actually being able to spend time with such a legend was a very pleasurable experience. Reading his book helped me realize this was an ordinary guy from humble beginnings who reached stardom by doing what he loved. And yet, even with the fame, he was still the same down-to-earth person he started out to be. His book captures his journey and opens his life to me for my learning.

Overall, even though this book provides some light reading, it does cause me to think beyond my technical or business work and continue to hone my skills of being professional, personable and approachable because I can operate from a position of joy rather stern-faced, uptight and stiff-upper lip posture.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty

info@ameagle.com (The Project Professors) — Tue, 31 May 2011 20:45:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty
by
Patrick Lencioni

When you pick up a book entitled "Getting Naked" you are not quite sure what to expect. Most of us feel more comfortable hiding our bodily flaws and those around us definitely feel more comfortable when we are dressed. In fact, the older I get, the more I seem to desire to remain clothed. It seems as consultants, I have seen many have the same desire to remain “clothed” when it comes to their ideas, work habits and interactions with clients. They put up a front or exterior that belies the true nature of their work.

In this book, author Patrick Lencioni talks directly to consultants and anyone who provides services, especially advisory services. He promotes the idea clients want consultants to be "naked" - transparent, servant-oriented, and more interested in adding value to the client's business than they are in the money being paid. Make it about the client and their concerns, not about the consultant.

Lencioni uses his signature style of a fable to illustrate his points. A larger, less client-oriented consulting firm buys a much smaller, customer-centric company. The larger firm method of selling and providing their services differ greatly from the smaller firm: pre-sales (gather data and information about the client, create a presentation and slideshow of their strengths and methodologies), impress the client with their ability to get the job done and propose a solution all before learning why the client called in the first place. They baffle the client with the senior consultants' abilities and prestige, and then staff the project with junior consultants possessing very little experience while charging the senior consultant rates. I'm not suggesting any particular large consulting companies stoop to such tactics, but ...

In the book, the smaller firms method of listening to the customer, working with the customer, and creating ideas aligned with the customer’s needs seemed to win the day, especially when they competed head-to-head with the larger firm and certainly proved their business was all about the customer and not the consultant.

Lencioni promotes three fears we consultants must overcome (and these same fears apply to internal consultants and non-consultants alike) in order to operate like the smaller firm and create a bevy of loyal, long-term clients:

Fear #1: Fear of Losing the Business

When you fear losing business, you compromise your work and objectivity - the very things clients hire you for - in order to maintain the business. If we don't worry about losing the business, then we can make bold suggestions benefitting the client. If the client doesn't like those moves or ideas and we lose the business, then they probably were not the type of client we could serve anyway. I've always made it a philosophy of mine to never be concerned about losing the business in deference to the client's benefit. In most cases, the client appreciated the openness. In other cases, we parted ways and I realized I served the client better by not working with them.

Fear #2: Fear of Being Embarrassed

No one likes to make mistakes in public. Very few people like being naked in front of others. Consultants especially don't like to be embarrassed by not knowing an answer, making glaring errors, or just downright appearing incompetent. As a result, we make up answers, dance around the question or simply evade the issue altogether by long-winded answers. Unfortunately, the client sees through such buffoonery.

Lencioni suggests simply admitting when we don’t know or make a mistake. Make corrective actions and move on. Be willing to ask “stupid” questions and make dumb suggestions because many times, in doing so, it generates creativity. If nothing else, the client appreciates the willingness to do what it takes to move them forward.

Fear #3: Fear of Feeling Inferior

Fear of feeling inferior has to do with preserving a sense of importance or social standing with the client. While we shouldn’t let the client walk on us or abuse us, a sense of servitude creates a bond between the consultant and client, one where both sides end up respecting each other.

I won’t elaborate anymore because Lencioni does a much better job with his fable and follow-on discussion. In a day where pride, ego and swagger seem to rule a consultant’s demeanor, this book is a welcomed addition to my library of how to truly develop loyalty between client and consultant.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

The Dream Manager

info@ameagle.com (The Project Professors) — Wed, 11 May 2011 18:06:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

The Dream Manager
by
Matthew Kelly

The Dream Manager is turning out to be completely different than I expected. I expected to read about the traits that would make me a "dream manager" for those reporting to me. Instead, it teaches about the need for companies to help people reach their dreams - the reasons for us getting out of bed in the morning.

I am both excited and frustrated by books like these. The ideas are so common sense and can lead to huge improvements in the company's environment, profitability, turnover rates, costs, efficiencies, productivity, etc. Above all, they will really work.

BUT, why is it companies do not implemented such programs? Is it ego, greed, self-centeredness, what? Is it because those who really need to read and implement these concepts never will read or change? Or is it me? Am I too cynical, skeptical and burnt at this point?

So far, it is an excellent book and anyone who wants to create high-performing teams would benefit greatly by reading and implementing its ideas.

Epilogue: I have finished reading this book. It makes so much sense, why don't more companies see and understand the value of putting such practices into effect. Over my years of experience managing small to large projects, from as few as 5 people to as many as well over 400, when I treat people as people, show I care about their personal lives more than the results they produce for the project, they produce higher level results than I originally expected. They finished the assigned tasks early and exceeded the quality levels. And on top of that, they were energized by the work.

Before I learned such techniques, it was difficult getting people to ante up to the work. I did notice, though, when I took personal interest in people's dreams, they responded well to me and did better on the project. I further experimented with the remaining people on the project and saw the same results.

Don't get me wrong, this doesn't always work with everyone. There always has been and always will be the curmudgeon who will reject any try to get better acquainted because they might think you are being manipulative, invading their privacy, etc. That is ok. Let it go. When they see the results others have toward you and if the engagement lasts long enough, they’ll eventually come out of their shell.

I’d have to say, if there is a panacea for getting people to be engaged, understanding what drives them, their dreams as this books discusses, this is as close as it gets. I can attest to the discussion in this book really works.

Here is the coolest part about learning this information. Regardless of my authority level within an organization, I can do this. I have seen the strongest leaders in an organization be the ones lowest on the totem pole. They couldn’t hand out bonuses. They couldn’t increase pay rates. They couldn’t even suggest recognition of someone’s work. But they had the loyalty and a following many “leaders” could only be jealous of. Why? Because they cared about the people around them and helped them reach their dreams.

Finally, here is the biggest thing I learned from this book. “What is my dream?” “What gets me out of bed?” “What am I living for?” “Did I stop dreaming and why?” No, I’ve been a dreamer all my life, for they are the reasons I do what I do.

So, I’ll ask the same question to you – What is your dream?

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

The Power of Interpersonal Skills in Project Management

info@ameagle.com (The Project Professors) — Tue, 10 May 2011 03:11:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

The Power of Interpersonal Skills in Project Management
by
Deborah H. Herting

For the past several months, I have been thinking about the importance of interpersonal skills for managing projects. It seems the books written about project management focus on the "tools" - schedules, budgets, resource management, risk, change, etc. But few actually discuss the importance behind the skills needed to manage people - or more to the point for project managers - to influence people who have no real need to listen to you. I am looking forward to seeing what this book has to say about those necessary skills.

Epilogue: I have finished this well-researched discussion of the interpersonal skills so necessary for project managers - or any manager for that fact. The bibliography alone takes up five pages! Obviously, the author, Herting, did a marvelous job of researching the topic. She addressed the various interpersonal skills of a project manager: Communication, Leadership, Team Building, Conflict Management, Political Awareness, Cultural Awareness and Multi-Generational Diversity. Each is very important for the project manager to consider, understand and "manage."

The book convinces the reader the importance of interpersonal skills for the project manager. The maturity level of the interpersonal skills of the project manager determine the project success, the project manager's effectiveness, and the quality of the project results. Too little attention has been paid to this area of the project manager's job. This book brings to the forefront the importance of this area.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

It's Your Ship: Management Techniques from the Best Damn Ship in the Navy

info@ameagle.com (The Project Professors) — Wed, 04 May 2011 04:37:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

It's Your Ship: Management Techniques from the Best Damn Ship of the Navy
by
Captain D. Michael Abrashoff

I started reading this book and devoured it before I could do my usual book review method: state what I was expecting to get out of the book and then telling you what I learned. This book is good. Really good. "No-nonsense, straight-up, here is what really worked for me" type of book I'd expect from a military guy. It is a shame more companies don't read this AND implement similar practices.

Understand the backdrop here. Captain Abrashoff is given command of the USS Benfold, a ship ranked toward the bottom of the US Navy's grading scale. His job is to command this ship for the next two years. But he decides this ship deserved better than being at the bottom of the list. He decides to simply implement some human decency with those on the ship and literally turned the ship around. But there is a greater backdrop here - he did it in the very hierarchical, bureaucratic, command-n-control environment of the US Navy. I've worked in some very hierarchical, bureaucratic, command-n-control environments, but they pale in comparison. Big Time!

What I learned from this book is huge.

1. Rules are made to be broken - carefully. I've broken many a rules in my time (I abide by gravity and a few other immutable laws, but mainly because of the lesson-learned from breaking them and the resulting consequences). Some rules I broke not so carefully and could have had my head served to me on a platter, but the outcomes served to change the environment for the better - in most cases (I carry a hat box in my trunk for those times the outcomes didn’t go as planned). Abrashoff made it a rule to break the rules, carefully. As a result, he turned the ship from the lowest grade to the most efficient, highest regarded ship of the Navy. According Abrashoff, several of the current Standard Operating Procedures of the Navy were a result of the USS Benfold experience.

2. Regardless of the environment structure, you can make changes that make a difference. As project managers, I quip we have zero authority and one-hundred percent of the responsibility to bring our project to success. Many don't believe it, but we really do have authority to make changes to broken processes, develop good practices, and overall alter chaotic systems to meet the goal of project success. Unfortunately, many of us don't leverage that ability, thus we continue to do the same inefficient, non-productive, ineffective exercises over and over and over. Hey, if Abrashoff can do it in the Navy, why can't we do it in our positions? Reading this book gave me knowledge how to make those changes properly.

3. There is no such thing as over-communications. There is no such thing as too much praise. There is no such thing as excessive encouragement or empowerment. There is no such thing as too high of expectations.

Abrashoff discusses not just the management of people reporting to us, but how to deal horizontally and vertically upward. He covers the gambit.

And finally, he aligns with the mentor leadership philosophy Tony Dungy espoused in his book, “Mentor Leadership.” I’m seeing a pattern in the books I’m reading. True leaders don’t covet glory, power, or ego. Glory and power come from their willingness to serve others and keep their egos in check. I’m starting to look at people differently. I can almost instantaneously pick successful leaders and managers from those who are working hard at it and struggling. Successful ones are hardly noticed and have effective people. The glaring ones have to fight hard to maintain the pretense.

To my fellow project managers, this is one book I’d recommend because it teaches what is possible in impossible environments.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.

Strengths Based Leadership - Great Leaders, Teams, and Why People Follow

info@ameagle.com (The Project Professors) — Sat, 23 Apr 2011 13:00:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

Strengths Based Leadership - Great Leaders, Teams, and Why People Follow
by
Tom Rath and Barry Conchie

I have just started reading this book. As you might be able to tell from my other books, I am on a quest to understand leadership. I am looking to understand my leadership style, as well as, understanding other peoples' styles. I am most curious to learn what my style is, how I can improve it and how I might become more effective. Also, I want to understand other peoples' style so I can learn from them, decide which parts of their styles I want to emulate and learn from their experiences.

So far, this book has talked about different categories of leadership characteristics. I don't have a clue as to mine yet. A special code comes with the book for me to test my style using the StrengthFinders questionnaire. This book uses the data from 40 years of work by the Gallup Organization studying top leaders, interviewing them, and also, talking with the followers of those leaders. It should prove to be an interesting read and study.

I am still reading Tony Dungy's Mentor Leadership. I don't know if that is a term used in this book. I am agreeing with the majority of what Dungy describes in his book. Maybe because it is my leadership style. I like to mentor people. I value people and let them know I am truly interested in them. As such, I form a following of people, a loyalty - not just from them to me, but me to them. That bond has been mentioned in the Strengths Based Leadership book, but again, I don't know my full leadership style yet.

When I finish the book, I'll update my post to let you know my leadership style. What I have found to be refreshing so far is the fact that top leaders know their strengths and leverage them. They don't try to improve their weaknesses, rather, they surround themselves with those people who are strong in those areas. So, the concept of a "fully rounded" leader does not prove out to be correct. Unless, of course, we are describing their waistline.

Epilogue: I have finished reading the book. Very interesting insights about leadership and myself.

The book discussed leadership from both the leader’s perspective and the follower’s. As a result, I found it interesting to see what followers really wanted from leaders. They did an extensive study from the follower's perspective, so I feel the information is very relevant. As leaders, we are told our followers want clear vision, decisive decisions, motivation, unwavering direction and great communications. Yet, when they tallied up the data after talking to the followers, they found very different results.

What Followers Want
Followers want, according to the data:

Trust – they want to be able to trust their leaders.They want leaders to say what they're going to do and do what they say. They want a single standard, not something that's special for the leader and the followers can't partake. They want integrity and honesty. What was even more interesting is the matter of broken trust. Leaders can make mistakes. Leaders need to admit their mistakes. But very few leaders can recover from broken trust. For those who do, it is extremely tough. Most leaders never gain their following back from broken trust.

Compassion - followers want compassion. Hey, the leader didn't start out in the leader position. At one point, the leader was in my shoes. They felt the pain of poor leadership, the broken plans, the dreams that died, etc. Somehow, this person broke through and became the leader. I want them to remember what it was like being in the follower's position. Let me know you care about me as a person and not just what I can do for you.

Stability - boy, is this a big one with today's unstable environments. No one feels secure in their jobs. Anybody's position can be eliminated. Families are being torn apart. The two foundational institutions we derive stability from - employment and family - seem to be on the verge of collapse. A leader who can provide a stable platform for me to stand on will get my vote.Don't show me a vision where, at the end of it, there is no place for me. I need the stability.

Hope - Without hope, the heart of the people fail. We all need hope: hope for a better life, hope to get out of this mess we're in, hope for my children, hope that we'll live and not die, hope for ... You finish the sentence. Politicians are elected on the fact they promise hope for a brighter future (and rarely do they deliver - a topic for another day).

So, leadership isn't about the leader, it's about the follower. People who can provide those four things, wrap them into a vision, provide direction, and make decision are leaders.

My Leadership Styles
Are you interested in knowing my leadership styles? Here are my results from taking the Strength-based Leadership assessment. Yours will be different.

Responsibility - Responsibility is important to me. Once I say I will do something, I will do it. I'm dedicated to the cause. My word is my bond and I hold to it. If at some point, I learn I can't finish something or hold to my word, I have to go back to the person whom I promised and ask if I can break it. If they say no, I deliver because my word is important above all. By the same token, I hold others to their word. If you say you are going to do something, do it. Don't try to wave it off. I'll hold you to your responsibility. I don't tolerate irresponsibility very well. Foretold is forewarned, if you work with me.

Achiever - I am a high achiever. Always have been, always will be. I don't know how to be otherwise. Goes way back to my childhood. I am not in competition, but I must achieve. In Boy Scouts, I didn't just stop at Eagle Scout - the highest rank - I continued earning merit badges beyond the requirement. In school, I pushed myself to excel in subjects. In life, I push myself to be the best in my field and prove it by writing books, papers, articles and even, book reviews. Also, I am not just about directing the troops. I have no problem jumping into the hole with the rest of the guys, getting my hands dirty and working along side people. The flip side is I like to work with others who are achievers. Together, we accomplish great things. I don't tolerate lazy people or slackers. While they may be laid back and chilling, I don't like it. If you're gonna chill, I don't want to see it.

Relator - I like working with people. I like directing people, orgainzing people, watching people and I frustrate myself because I try to figure them out. I want to know what makes them tick. I have a very specific definition for the word "friend." If I call you friend, you are in a select circle of people. I am very loyal to those and they are very loyal to me. Others not in the circle are called acquaintances. And then there are the people I don't know.

Strategic - I think very strategically. I need to see how what I am doing fits into the overall scheme of things. I have a knack of seeing the potential of people and situations. I quickly formulate alternative paths of reaching the ultimate goal, weighting them and then deciding the best course of action. I remain flexible through re-evaluating the situation and making adjustments based upon the same thinking patterns. The downside for some is my flexibilty. If you don't like change, I'm your worst enemy because I provide a ton of solutions, discuss them with you, and tell you the best method. I then might change that as we go down the trail which could cause you some consternation.

Futuristic - I see the future. I live in the future. I predict the future. I'm always looking forward. I ground my visions in reality and support it with the logic, facts, data and more.

So, if you really want to know your leadership and how to work with different types of leaders, read this book. Take the assessment and learn/leverage your style.

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Mentor Leadership - Secrets To Building People and Teams That Win Consistently

info@ameagle.com (The Project Professors) — Fri, 22 Apr 2011 20:37:00 +0000

David A. Zimmer, PMP
Chief Business Strategist
American Eagle Group

Mentor Leadership - Secrets To Building People and Team That Win Consistently
by
Tony Dungy

I am looking forward to this book. I believe what many people consider leadership is not. Leaders are not always the ones out in front, or the ones being served by others. I believe leaders are the ones who have a vision, help others catch that vision, and then engender trust and loyalty from others by making the follower feel wanted, needed and valued.

In the Mentor Leadership, I expect to learn how, as a leader, I can mentor others, while at the same time being a follower, I can be a better mentored person. While I don't know Tony Dungy personally, watching his demeanor on the football field and other occasions, I believe I can learn a lot from this man. This is all besides the point that he played for the Pittsburgh Steelers - my favorite NFL team.

Epilogue: What a great book. Dungy hits leadership on the spot. This book aligns very nicely with the follower's needs as discussed in Strength-based Leadership.

Mentor Leadership concerns itself mostly with the follower. Dungy stated several times the leader gains his "glory" by not grabbing the glory, but rather dishes it out to the followers.

Dungy gave many practical tips on leading by example, showing his followers that he was the same as them, just in a different position, letting the followers challenge him without losing control and much more.

I've stated many times before I read with a highlighter in hand to highlight important concepts, ideas and other things that jump out at me. I judge the value of the book by the amount of highlighting completed when finished. This book ranks number one. I don't know if I wore the highligher out, but I can tell you, there is more yellow in this book than white page left over.

Definitely one of my favorite books on leadership.

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Revelation of the Magi - The Lost Tale of the Wise Men's Journey to Bethlehem

info@ameagle.com (The Project Professors) — Wed, 16 Mar 2011 20:47:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

Revelation of the Magi - The Lost Tale of the Wise Men's Journey to Bethlehem
by
Brent Landau

One of the most popular Christmas accounts is the visitation of the 3 Wise Men or Magi to the Baby Jesus when He was born. Almost every manger scene shows three men, dressed in royal garb and bringing gifts of frankincense, myrrh and gold. Since the early church era, this legend/tradition has become a mainstay of the Christmas celebration. And yet, it is based on only a few scriptures in the Gospel of Matthew.

Not much is known about these men, how many truly came (was there three or was there more), if they were kings of the Orient, or simply star-watchers and magicians. We do know they came from the East, but how far east, we don’t know. Yet, with such sketchy details, traditions, pomp and circumstance have grown over the years.

When I saw the announcement of this book (it was in a newspaper we placed on the floor to sop up the water from wet, snowy clothes and shoes), recently published in 2010, I was intrigued. I often wondered about whom these guys were, how they got to the manger or did they really go to the manger and so forth. I mean, they see a star. In those days, there weren’t ground lights blocking out the stars like we have today. You could see thousands of stars all the time, so how did they know a new one showed up and just because it did, why follow it. I’ve spent many hours in the backwoods, looking at the stars and wondered, “How do you follow one particular star?” I mean, it never seems to “rest” above a particular place as this one was reported to do.

So, I figured, if anything, this book would shed some light on the subject and maybe answer a few questions.

The book is an English translation of an account supposedly written by the Magi themselves (or possibly, a single person – it’s not clear). The account was titled Revelation of the Magi (referred to as Revelation in this write-up). It was originally written in Syriac, a language used by ancient Christians throughout the Middle East and Asia. Only a small number of scholars are fluent in the language today. I won’t go into all the details of the Revelation concerning how it was found, where it traveled, where it is stored – that is all spelled out in the book. But I will say the author did a nice job reconstructing the document's age and lineage by referencing it against other ancient documents dating back to the first century. In other words, it’s really old.

I enjoyed reading the Revelation because of the worshipful language all throughout the text. It gave a complete history of the Magis’ origins back to Seth, son of Adam (if you are not familiar with the Bible’s account of creation, God created Adam, from which He took Eve. Adam and Eve bore three sons we know of – Cain, Abel, and Seth. Cain kills Abel and basically disappears from history. Seth is the third son and carries on God’s lineage through the various Jewish kings and eventually Jesus Christ).

The Revelation was believable, but not necessarily unique. It is not known if one or several authors wrote it. It is Biblically accurate, which caught my suspicion. Was this truly an account of people traveling to visit the manger and the new born babe, or was it a cleverly written collection of biblical verses and occurrences? I am not sure. There were many places where biblical text was lifted almost verbatim from the Gospels and Epistles. Of course the author could have referenced these writings and there is enough extra material to make it a separate work. So, it could be an accounting of actual events.

Overall, I enjoyed the Revelation. I liked the prose and its praise and worship of God and Savior.

The only disagreement I had was with some of the commentary of the author placed at the beginning and end of the book. He was trying to prove Christ appeared to people around the world and because of that, Christ Jesus’ teaching is the basis of many of the world religions. He seemed to state Christ Jesus only came to this earth when he was born, and no other time prior to then. He was trying to refute a notion that Christ Jesus only came to Christians, a belief many have, especially among mainline Christians. But we have an issue here. Christ could not have come to the Christians because they didn’t exist until many years after his death, burial and resurrection. Believers were called believers until sometime much later, when they became known as Christians.

Apostle Paul stated in his epistles that Christ came to the Jews first and then to the Gentiles. Paul was the Jewish ambassador to the Gentiles – anyone not Jewish. So, Christ Jesus could not have come to a class of people – Christians – since they didn’t exist. And in stating “Jews first, and then the Gentiles,” he is affirming that Christ Jesus came to all mankind, not just a particular group.

Christ Jesus plainly said He came to all people. He appeared many times in what we refer as the Old Testament of the Bible. His appearance is announced as the Angel of the Lord. Jacob, a main patriarch of the Jewish nation, struggled with the Angel of the Lord all night long. Plus, there are many other examples.

The Bible doesn’t tell us specifically if Christ Jesus appeared to other people around the world. It is entirely plausible. If He appeared to the Jewish nation before His earthly birth, then why not to other people?

What bothers me is the statement that Christ Jesus is the basis of all world religions. A person is not a Christian because he goes to a church of a Christian sect, such as Roman Catholic, Presbyterian, Methodist, etc. He is a Christian because of his personal commitment to follow Christ and His teachings. That makes him a Christian. It follows then, if a Buddhist, Muslim, Hindu or anyone else who professes Christ, follows His teachings, and lives the life of a Christian, he is no longer his original religion, but a follower of Christ – a Christian, as the term is coined.

Just because Christ Jesus may have appeared to many people around the world, taught His truth, and delivered his teachings, does not mean it became a basis for the world religions. It simply means he visited, he taught, and he delivered. What they did with the teachings is another matter.

So other than that disagreement with the author’s premise, I found the book to be an interesting read and possibly an accounting of a historical moment. But, I don’t find it to be a basis for a new religion or way of life. For me, Christ and His teachings are the Way, the Truth and the Life.
If you’re curious about the Magi that came to visit the Christ Child, this is an excellent book to read.

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The Three Signs of a Miserable Job

info@ameagle.com (The Project Professors) — Wed, 02 Feb 2011 21:49:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The Three Signs of a Miserable Job
by
Patrick Lencioni

I am really looking forward to reading this book. The dust cover makes it sound very intriguing. But at the same time, I'm reading it with some trepidation. What if I discover my job - currently employed by myself - is a miserable job? What should I do? If I fire myself, then I won't have anyone to do the work in the company. If I quit, then I won't have a job, even if it is miserable.

Actually, I really like what I am doing for a living. I enjoy it. So it will be interesting to learn why others hate their jobs.

Epilogue: WOW, what a powerful book. And the concepts and ideas are even more so. Good news: I don't have a miserable job. Bad news: I could have a miserable job.

I've already taught the principles of this book in my seminar just to prove what Lencioni was describing as accurate or was in simply a softy-feel-good theory that wouldn't really work. But the attendees seemed to resonate with what he was describing as the critical aspects of jobs, and more importantly to the discussion, project managers' ability to direct the activities of a project.

As project managers, we usually have zero authority but 100% of the responsibility of getting tasks accomplished in our project plan. There are no reasons any project team member should ever listen to us or do as we ask. Only our ability to connect and work with the team members can turn a lackluster group of people into a performing team.

By leveraging Lencioni's ideas, while many might consider it silly and soft, we can excel. In fact, I would bet the best leaders employed these ideas without knowing, yet with profound results.

Lencioni calls the three signs of a miserable job anonymity, irrelevance, and immeasurement. To put them into understandable terms, I'll use the terms "knowing the interests of my team members," "relevance of their activities to others and the project," and "measurable in terms of impact to others."

Anonymity:
The state of "no one knows me or wants to know. I'm simply a cog in the wheel and if I get out of joint, management simply whacks me back in place and we move on." When I got my first job, the boss said the door of the establishment was a demarcation, "On the outside of the door was my personal life and on the inside was my job life. Don't mix the two." Fortunately, my co-workers and I mixed the two in a good way so we knew each others' interests and concerns. We understood personal problems should be dealt with on personal time, but we also knew each of us had a personal life. It made for a fun place to work because we cared about each other. In other jobs, that personal touch wasn't there and I felt disconnected.

Irrelevance:
Does my job really matter? If so, to whom? Where am I making a difference. I like the idea I can make a difference which is one of the reasons I enjoy being a consultant, coach and trainer. My behavior and work can and does make a difference in people's lives. That is very rewarding. Employees want to know, regardless of their job, they make a difference.

Immeasurement:
This is the tough one. I want to be known as a person and not just an employee and I want to know I am making a difference. The big question is, "How do I measure the impact?" For me, I can see it in my students' faces as I describe concepts and see eyes light up, recognition occur and understanding take place. I hear it in their questions and responses to mine. And the ultimate is a handshake and thank you after 5 days of grueling instruction and discussion.

These are very powerful concepts and definitely ones we, as project managers, can implement without requiring permission or authority from management and watch the profound effects on our teams. If there is any book I would assign my project management students to read, it's this one. This book provides the key to unlocking a team's performance.

Get it. Read it. Implement it. (Oh, and if this review made a difference to you, tell me. Thanks).

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The Four Obsessions of an Extraordinary Executive: A Leadership Fable

info@ameagle.com (The Project Professors) — Wed, 19 Jan 2011 15:15:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The Four Obsessions of an Extraordinary Executive: A Leadership Fable
by Patrick Lencioni

This will be the third book by Patrick Lencioni I've read. I am looking forward to it. I decided to get this book because it deals with leadership and executive obsessions. Lencioni has quickly become one of my favorite authors because he uses a story format to introduce and teach life concepts. He follows the story with practical instructional style writing to solidify the points and provide tactical action points.

Epilogue: As expected, Lencioni delivered another interesting portrayal of the Executive's Four Obsessions. The four are Build and Maintain a Cohesive Leadership Team, Create Organizational Clarity, Over Communicate Organizational Clarity, and Reinforce Organizational Clarity Through Human Systems.

The storyline was very interesting and filled with some twists and turns that made me chuckle and the hero of the story's reaction to a situation turned out to be both surprising and expected because of the person's emotional maturity. The "worms of the story" reactions were equally expected, and at the same time, became a maturing experience for them.

When Lencioni turned his pen to the practical application portion of the book, I quickly got out my highlighter. I soon realized my goal was to leave at least a bit of unhighlighted lines because there was so much good stuff.

Being a company of 1, I wondered how I might apply this to my business. Certainly I had a cohesive leadership, correct? Maybe. I must have organizational clarity, right? Maybe. Do I over-communicate? Maybe not. It was the human systems I had the toughest time with because I don't have any of the systems he mentioned, but maybe I should develop them just to create the clarity.

So, I took time to reevaluate my company. I worked some plans, documented them and invited a friend to lunch. Nothing like rehearsing your plans out-loud, in-front of an impartial, not-involved party to get some clarity. While the words were clear, it became abundantly evident, I needed more focus, as my friend gently pointed out. (I gave him permission at the beginning to be blunt).

So, I've taken the principles and applied them to a company of one. Applying them to a larger company will be more difficult but more beneficial because of the greater impact it could make. In order for an organization to implement these principles, they will have to be emotionally mature, though.

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The 3 Big Questions for a Frantic Family

info@ameagle.com (The Project Professors) — Tue, 04 Jan 2011 05:00:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The 3 Big Questions for a Frantic Family
Patrick Lencioni

"This is the second book I've read by Patrick Lencioni. Lencioni takes his management/business consulting expertise and focuses it on the most important institution of all time - the family. Families seem to be in a state of disarray, running frantically to fit everything we want to do into a 24 hour time frame, yet at the same time experiencing frustration over the things not getting completed.

Lencioni states we can follow a simplified "business" plan for our families and I wholeheartedly agree. I wrote a chapter for a book concerning goal setting and a process to follow to not only define the goals, but to reach the goals. Lencioni's approach is very similar to my goal setting approach. He, as I did, starts with establishing the family values.

A unique aspect to Lencioni's method is the "rallying cry" - the major near-term focus for the family. It defines the most important "activity" the whole family should focus on. Decisions and activities are then determined by the values and rallying cry. It puts a context to life and the family - something most people don't have. They simply exist.

Each New Years, my family sets our goals for the upcoming year - me, my wife and two children. This year, I am going to modify the approach based on what I learned from Lencioni. We will have family goals and define our rallying cry. In that context, we can make our daily decisions aligned with our family and individual goals.

If your family has a frantic lifestyle, and I bet you do regardless of the size, you need to read this book.

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The Butterfly Effect

info@ameagle.com (The Project Professors) — Sat, 01 Jan 2011 21:39:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The Butterfly Effect
Andy Andrews

I read this book right after I finish Andy Andrew's "The Heart Mender." The The Butterfly Effect is a very quick, but powerful, read. It shows how ordinary people doing ordinary things can have a major impact on life, the world, history, and the future.

The book describes how one, 34 year old school teacher's actions help save the greatest nation of all time from disintegrating into a territory of 13 countries. The greatest nation would not have been around to affect history as it has: push back repression in WWI and WWII, invent some of the greatest inventions, feed the masses and so forth. It would have been a country divided into many pieces.

Andrews describes other peoples' actions that led to other impacts. One simple act of kindness, a friendship between two people, or a word of encouragement can boost another person. You never know what you do today will impact generations to come.

I've always striven to impact the lives of those around me, to inspire them, encourage them and support them to become what they can become. I don't know what my actions done today will lead to tomorrow, but I know they can have a positive outcome.

The Butterfly Effect encouraged me by showing that I and my actions really do matter. And therefore, I will continue with my life's work: to inspire, encourage and support.

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The Heart Mender

info@ameagle.com (The Project Professors) — Wed, 08 Dec 2010 05:08:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The Heart Mender: A Story of Second Chances
by Andy Andrews

Comment: "I have been looking forward to reading this book. It is my second exposure to Andy Andrews. My first was a CD series called the Traveler's Gift. Andy has one of those styles where his storyline captivates you all the while he's teaching you about life principles. Once I started listening to the Traveler's Gift in the car, I found myself taking longer routes or going around the block one more time just so I could hear what was next. I learned a lot about history and life principles at the same time.

I started reading this book and the same thing happened. I typically only have time to read 3-5 pages at a time, so it takes me some time to read through any book of length. I'm finding with book I am sitting longer and reading typically chapters at a time. I've only read a few chapters, but I find it captivating. I'll report back when I've finished the book about my lessons learned.

Epilogue: This books describes actual events in history. Two "enemies" find forgiveness through shared experiences and the need to forgive. The situations seemed impossible to forgive - death of the only family members each character felt love by. Both characters are without hope. But through the hopelessness, they find each other and build a life together that endured many years and hardships.

I learned several things through this story. That when there is hopelessness, then there is the greatest chance for hope. Through forgiveness, there is freedom. Freedom is not free, but always costs something. In this case, they both gained freedom through forgiving the past and letting go of the hurt and pain. Funny thing though, the people they needed to forgive were not available to ask forgiveness. They had no one who would come to them and say they were sorry.

Forgiveness does not start with the one who needs to be forgiven. Forgiveness begins with the person who needs to forgive. Without forgiving, the forgiver is bound. Through forgiveness, we free ourselves from the bondage of our unforgiveness. I have learned this in my own life through the hurts and misdeeds perpetrated on me by others. While the other person felt he or she were in the right and didn't need to ask forgiveness from me, I was bound by the hurts and pains until I forgave them.

Forgiveness, whether warranted or not, from me, was the cost I paid to gain my freedom. As a result, I can focus on the positive and move forward.

If you are harboring unforgiveness for something someone or some situation has done to you, I'd recommend this book. You'll see how it brings freedom and a new outlook on life."

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Polaris: Lessons in Risk Management

info@ameagle.com (The Project Professors) — Thu, 02 Dec 2010 18:56:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

I met Dr. Byrne in Sept 2009 and have worked with him occasionally since that time. When he mentioned he was writing a book on risk management, I was intrigued. Since I teach a seminar on proper project management procedures and methodologies, I was very keen to get a copy, partly because John is a very interesting person and also I was hoping to get some good ideas how to teach risk management better.

Dr. Bryne makes information interesting to learn and it translated very nicely into this clear approach to proper risk management. I have learned alot about the subject, as well as, placing with a very historic project from the past. The combination helps solidify the concepts and certainly have given me great examples from which to teach.

I'd highly recommend getting a copy for a lucid, step-by-step procedure for risk management.

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Getting Things Done: The Art of Stress-Free Productivity

info@ameagle.com (The Project Professors) — Wed, 03 Nov 2010 02:57:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

Getting Things Done: The Art of Stress-Free Productivity

by David Allen

This is one of those types of books that make my skin crawl. I pushed myself to get through it and it was rough. Gee, Zim, this is a NY Times Best Seller and it sure sounds like you are really down on it. My response, "Welcome to my life - always a bit off-beat and never stepping with the crowd."

Here is why I didn't like the book. It is supposed to make my life stress free in organizing stuff. So, I followed a suggestion just as an experiment. I was in the midst of a re-fi and needed a bunch of papers (I hate paper and organizing is torture for me - I'd rather be exiled to a remote island breaking rocks by hand for some hideous crime than subjected to filing paper). Anyway, this book suggests I get a nice label printer, label a bunch of folders and file my papers. I did that. Folders look nice and neat and the paper is no longer in a pile. I still can't find anything, but at least they are no longer on my desk/floor/table/filing cabinets/etc. My wife is happier, so I guess I gained something from this book, but it was torture for me to read it.

The book is well-written with LOTS of great ideas and examples. LOTS of details - worse than dripping water on my head for me. I don't like details. This guy is detailed oriented, makes tons of money coaching big execs in organizing their lives, etc., but was the psychological killer for me.

He is very pragmatic and even gets so detailed as to lay out the step-by-step guide to do something. In my parlance, instruction manuals are full of suggestions, so I typically don't read them. Besides, where's the challenge if you do and they always send me too many parts anyway.

If you like details and "a place for everything and everything in its place," this book is for you. If a box and a recycle bin suit you best for filing papers, then you are like me. Enter if you dare. This is a book I would hand to my assistant (if I had one) and tell her/him - Just Do It!

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The Rising: Antichrist Is Born (Before They Were Left Behind, Book 1)

info@ameagle.com (The Project Professors) — Sat, 16 Oct 2010 02:51:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

The Rising: Antichrist Is Born (Before They Were Left Behind, Book 1)

by Tim LaHaye, Jerry B. Jenkins

I typically do not read fiction books. This is probably first fiction book I've read in years. Overall, the storyline was interesting. It was a dual line about two different boys growing up. Nicolae from Russia and Rayford from the deep South USA. A contrast in spiritual beliefs and upbringing. I found the story interesting, but when I finished the book, my reaction was, "What did I learn?" Maybe I've read too many technical manuals, self-help books and biographies.

This is a good "set-up" book the the follow-on "Left Behind" series of books, but as a stand-alone, my thought is so-what? I don't like that reaction in me because of the real meaning behind the book - the rapture of God's church and the utter destruction of the earth/world once the Christians are gone. (Yes, I truly believe in the rapture and the Biblical account of the end times).

I guess I should hold my overall reaction to the book until after I've read the Left Behind books also. I am sure they all tie in nicely. I'll let you know if/when I read the Left Behind series.

It Doesn't Take a Hero : The Autobiography of General H. Norman Schwarzkopf

info@ameagle.com (The Project Professors) — Mon, 13 Sep 2010 14:30:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

It Doesn't Take a Hero : The Autobiography of General H. Norman Schwarzkopf
by Norman Schwarzkopf

Comment: "This was a very interesting book. Gen. Schwarzkopf details his life starting out as a young boy all the way through his military career. I didn't know of Schwarzkopf until the Desert Shield and Desert Storm operation to liberate Kuwait from the Iraqi invasion. I learned numerous things from this book aside from it being an attention grabbing novel.

I learned a lot about "my" war - the war I never had to fight in but came close because of my age - Vietnam. My former business partner fly several missions in Vietnam and of course, I knew about it from the news reports, anti-war demonstrations, etc., but Schwarzkopf gave me a different perspective. He helped me understand why Vietnam seems to remain as a dark spot on American history because of its disrespect soldiers received when returning home - something I felt was totally wrong. We did not gain other countries approval for the conflict.

Fast-forward many years and Desert Shield/Desert Storm seemed to have a 180 degree turn around from the Vietnam era. Schwarzkopf gave insights into the Mid-east culture and how difficult it was, because of culture, to create a coalition to oust Iraq from Kuwait - Arab nation against Arab nation. At the same time, Israel being mortal enemies of the Arab nations had to be kept out of the conflict while still maintaining the friendly relationship with the US. There were many challenges, but they were overcome. Just as we project managers sometimes have to work with warring factions, bring them to a common ground and get them to join the efforts for a greater cause and overcome their differences, while at the same time, maintaining a relationship with a party that cannot be involved.

Overall, I gained insights that many people don't have about either conflicts. I learned the insights from one with direct involvement, not just as soldier, but also as a leader.

If I apply this book to project management, I see, just as in war, projects have the mission (meet the project's objectives), a political coalition (building cohesion among the various stakeholders - always a fragile relationship unless managed properly), training the troops (marshaling the team members not only with positional authority but with personal traits) and coordinating efforts with the authorities (Schwarzkopf was the man managing the troops while Gen. Colin Powell was managing the politicians, etc.). You need a champion as Schwarzkopf had Powell in order for your project to be successfully completed.

It is a long book - slightly over 500 pages - but certainly one I'd recommend if you want to understand chains of authority and learn some subtle techniques to working those chains.

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The Five Dysfunctions of a Team

info@ameagle.com (The Project Professors) — Wed, 12 May 2010 03:17:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

This is a really good book. Written in an allegory format, Lencioni weaves the 5 dysfunctions of teams into a story of a newly hired CEO who's job it is to turnaround a small hi-tech startup. In the end, she does, but more importantly, the reader learns some valuable lessons of build teams.

This book does not promote falling out of trees backwards in hopes someone will be there to catch you (I've done that - I did not learn trust as I was supposed to - I learned trust through experiences jointly shared with another person). It promotes methods of building team through interaction with others enabling transparency, understanding, and willingness to support others through accountability, confrontation, and a single desire to achieve the best for the team instead of self. It does not promote a "motherhood and apple pie" approach, but rather one where healthy discourse and disagreement followed by genuine buy-in from the team members actually produces better results.

After the story concludes, Lencioni provides a more traditional discussion of building team through the 5 levels described in the allegory. In more of a textbook fashion, he explores each dysfunction, its impact on the team and suggests possible ways of overcoming each level in order to reach the next level of a stronger team.

Overall, I found the book to be very enjoyable reading. In fact, I pushed two other books aside in order to read through this one. I didn't write my usual review because once I started reading, I essentially did not put it down. I learned a lot and will be incorporating the ideas into my seminars.

For those wondering, during the PMP training sessions, we describe the "team formation pattern." This book aligns very nicely with the formation using a different, but complimentary angle.

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An Insider's Guide to Building A Successful Consulting Practice

info@ameagle.com (The Project Professors) — Wed, 07 Apr 2010 20:06:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

[Click book to purchase]

I started reading this book in hopes it would give some new and additional insight into running a successful consulting practice. I have read the first 60 pages so far and it has provided some useful information. The most useful is a description of 22 business models for running the practice. I highlighted the ones I have implemented in my own practice without realizing they had names. The short descriptions really helped solidify the concepts.

Since I am in the process of re-writing/updating my business plan, I felt this book would be useful. I've run my own company for 18 years so I am open to new ideas and ways of making this business successful. After I'm finished reading the book, I'll let you know what additional tidbits I founds.

Epilogue: I have finished this book. It is quite detailed. For the new consultant, it is truly a guide to the a proper business model for your new venture. It has the recipes and helps you decide how you will build your business. There are lists of different types of business models. You pick the ones you want and build the plan from there.

For the experienced consultant, this is a great book to help you fine-tune what you may or may not already be doing. It may be a memory jogger for the things you've thought about doing, but haven't done. It gives pros and cons for each angle. Additionally, it might give you new ideas for business expansion without diluting your business.

I learned a few things I need to do concerning the marketing effort plus reminders of things I intended to do but haven't. Also, I saw numerous business options I have been dabbling with but have not completed and learned how they would increase my business. But what I like the best was he noodled through the pros and cons of each option, sometimes confirming what I had either already learned or thought about, or gave me new ideas for the business expansion without requiring more staff or too much effort.

Overall, I thought it was a very complete and excellent book for both new and seasoned consultants. I would highly recommend it.

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The Power of Acknowledgement

info@ameagle.com (The Project Professors) — Mon, 29 Mar 2010 03:32:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

[Click book to purchase]

As a project management professional, I am required to manage teams of people. Through learned inter-personal skills, I lead people to execute tasks without any authority over them. As a result, leadership, motivation, enthusiasm, empathy, and respect become my most important tools as I maneuver the project through many twists and turns with the goal of reaching the project's objectives with the least number of casualties.

I have learned most people simply want to be acknowledged first as a person - someone of value to me - and secondly, recognized for what they have done. I have seen this acknowledgment of others done both very well and horrifically bad. I have seen the results of both methods. I try to learn from both situations and employ the best of what I have seen so I do encourage and not insult.

I look forward to reading this book to learn new tips in acknowledging others, see improvement areas and acquire new habits of helping others reach their potential.

Epilogue: After reading this book, I understand better one small step I did naturally throughout my career - acknowledge people. Unfortunately, I also realized I didn't do it as much as I should have and will endeavor to do a better job in the future. Too much acknowledgement of others' actions is not possible.

This is a short book full of anecdotal examples of the power of acknowledgement. Umlas, the author, did a nice job convincing me of the power of acknowledgement, not through scientific study or numbers, but by the shear testimonies of incidents that occurred within her own life.

I have tested the veracity of the book and suggestions by most recently acknowledging people and I have seen changes in their facial expressions, daily behavior, and so forth. This is some powerful stuff and as project managers, we need all the help we can get to conduct our duties with our team members and stakeholders. This is an excellent book for any manager, project manager, or any human to read.

Umlas postulates if we were to simply acknowledge others in more positive ways and more frequently, the world would be a much better place to live. I agree with her.

Great job, Ms. Umlas and thanks for the book.

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Fathered by God: Learning What Your Dad Could Never Teach You

info@ameagle.com (The Project Professors) — Wed, 24 Mar 2010 04:24:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

[Click book to purchase]

I am very excited about this book. I have read only about 20-30 pages so far and if it continues to answer the questions we men have concerning our identity, it will be great. As men in today's society, we have a true identity crisis. Are we supposed to be macho, strong, leaders, decision-makers or are we supposed to be softer, gentler, getting in touch with our feminine side? Are we supposed to show our emotions or will we be perceived as being weak, if we do? Are we supposed to work our tails off to support our families (or the alimony checks) or is it time with the family which pays the biggest dividends?

So far, Eldredge has described the outlines of a man's life, from birth to grave. He discusses the progression we should travel. Unfortunately, for many men, the process gets short-circuited or terminates only halfway through. In some cases, we stop the maturing process, so we are immature beings in grown bodies. In other cases, we don't get to go through the early stages leaving a weak foundation for the later stages.

Society doesn't help in this regard. Men are repeatedly portrayed as buffoons, sex-crazed maniacs, insipid whipping boys, and my least favorite - "Never right." I have one question then: if we are supposedly so stupid and weak-kneed, how'd we get to where we are now? How did society progress? Surely there has to be answers. I believe strongly the Bible gives us the clues and God truly is the Father many never had - and needed. Unfortunately, He too has been portrayed improperly - as a mean SOB ready to hit me when I get out of line, otherwise, not a part of my life.

So, I have great expectations for this book and if it proves to be what I expect, it will certainly be something I'll have my sons read. And I will become an even better father. Stay tuned.

Epilogue: This is a great book for any man. Contrary to pop-psychology and other idiotic notions about the masculine being, we men are more complex than food and sex. We really do have needs, wants, desires, emotions and feelings. Because of today's society and its stereotypical role models and ideals placed on us males, we don't know who to be. Are we to be the stern, stoic type, the wimpy "get in touch with my feminine side" type, goofy, stupid, leaders, followers, domineering, retreating or what? Society doesn't really give us a clue.

In this book, Eldredge explores the various stages of a man's life. Through proper initiation, we mature into the persons desired and needed by others: responsible, caring, loving and well-round men. We are protectors, leaders, followers, workers, and dedicated to our families and friends. Unfortunately, because of circumstances and other reasons, various components of our maturation process is stunted, repressed or immature. As a result, many seem to psycho-paths or exhibit other anti-social behaviors.

Fathered By God is really a celebration of manhood, as God intended us to be. We seemed to have lost the ability as men to initiate younger men into the proper maturity they need to be as they pass through a stage. This book goes a long way in explaining what we should be as men, illustrates how we might be immature in a particular phase, examples of the symptoms of the immaturity and more. Most importantly, it helps us become introspective and evaluate ourselves accordingly.

In the areas we need to mature, we learn how to depend on God the Father for the fathering we need and the necessary healing from the wounds sustained earlier in life.

I would recommend any man to read this book. We need men in our society today of strong character - not domineering, overbearing idiots - but men who walk with integrity and with true leadership. Not the immature, insipid leadership and browbeating, insecure males who berate and demand things of others they are not willing to subject themselves.

The True Story of Pocahontas: The Other Side of History

info@ameagle.com (The Project Professors) — Tue, 23 Feb 2010 03:32:00 +0000

David A. Zimmer, PMP
Chief Project Professor
American Eagle Group

Although I am of German, Italian and Irish decent, I have always been very interested in the native American and their way of life. I have read the history books given to me by the school system, but I always wondered if there was another side to the story - the native American's side.

While on vacation last summer in Williamsburg, VA, we went to the original Jamestown. Of course, they had a book store. Off to the side, there was this book and it caught my eye. After inquiring about its contents and the veracity of the material, I bought it. I believe it will give me insight into stories I've never heard - from the native American's perspective. So far, I've enjoyed reading it.

Epilogue: This book was quite interesting to me. I found the information provided to enlighten me concerning one of our favorite childhood stories. I thought it was interesting the book seemed to take Pocahontas off the pedestal and frame her into an everyday person who eventually found her mission - to save her people from the colonization of USA. She died before she could complete the work.

I've learned a long time ago there are three sides to every story: your side, my side and the truth and they never agree. I believe this book brings out many facets we never studied in our history books - at least the ones I used while in grade school. If I were to compare the two, there is probably truth in both accountings of history, but I would tend to believe this book to recount more accurately the settlers' actions against the Powhatan nation than the "recorded history" I learned.

According to the book, the Powhatan Indians were more inclined to help the new settlers while the greed for wealth and fortune motivated the actions of the colonizers. I felt this account of history to be more accurate simply because the Powhatan having nothing to gain by misleading the public while the English - at the time - had many ulterior motives to scuttle their true behavior. On the negative side, the history is passed down orally with no written records. While every attempt is taken to keep it accurate, personal biases and retelling of the story can let some embellishments in. We have to fairly weigh the accuracy.

Besides learning new information about this event in history, I like to apply it to my personal and business life. It re-enforced the idea I must not simply take events, information and "stories" at a surface level. I must understand what is going on behind the scenes. This applies to both my personal and business life. I am not suggesting we become suspicious or try to read too much into every situation, but certainly, we need to take the time to hear and understand both sides of a situation.

All materials are copyright (c) American Eagle Group. All rights reserved worldwide. Linking to posts is permitted. Copying posts is not.