Brad Brezinski

”The role of the project manager is rapidly changing to that of a business leader. That’s good news, if you’re ready.” ~Mark Langely, CEO, PMI As the saying goes, admitting you have a problem is the first step to recovery. Technical skills and credentials, though helpful, account for less than 20% of all project success. Those who have a knack for getting things done through the collective efforts of others have developed 3 desperate skills that have been shown to deliver results time and again. The good news is they can be developed by anyone who so desires. The bad news is most people don’t know what they are or how to develop them. Until now. In this talk, Brad will discuss the 3 skills that every project managers needs to be successful in a complex and uncertain world and what you can do to develop them further.

Accelerate and realize the full potential of your ideas, strategies, and solutions.   -Why do so many strategies stumble at the point of execution? -When change keeps coming, how do you keep everyone aligned, engaged and moving forward? -How do you quickly build change capability without putting the business at risk?   You have great ideas and strategies for the future, but that’s no guarantee those solutions will deliver on their promise. During this 90-minute interactive session, strategy and innovation expert Brad Brezinski will challenge the audience to roll up their sleeves and tackle a realistic change project. More than 75% of their time is spent on the team-based project simulation, leading the beginning stages of a year-long strategic change initiative, enabling participants to engage with the behaviors, tools and skill sets that make change happen.

Many managers believe that logically advantageous ideas will sell themselves; that the obvious benefits of a new idea will be widely realized by the rest of the organization, and that the idea will spread rapidly with great enthusiasm! Unfortunately, experience and statistics tell us this is rarely the case, and the underlying cause is frequently misdiagnosed. There exists a hidden network of communications in every organization through which new ideas diffuse. And the larger the organization, the larger and more complex this network becomes. Yet, while the overwhelming majority of communications occur there, little (if any) consideration is given to it, especially in the early design stages of a new initiative. It’s the shadow network, and it could hold the key to understanding why many strategic initiatives fail and what management teams can do about it.