Oliver F. Lehmann
Roughly half of all project managers have to lead customer projects as profit centers on contractor side with two big objectives: making the customer happy and bringing money home. Customer projects are a high-risk business on both sides, customers and contractors, but the dynamics of this business have so far been mostly ignored in literature.
Selling and delivering a project to a satisfied client, and making a profit, is a complex task. Project manager and author Robin Hornby believes this has been neglected by current standards and is poorly understood by professionals in the field.
Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It’s no surprise that when they try and talk to each other, chaos breaks out.
Based on extensive research analysing the leadership styles of more than 5,000 leaders and managers world-wide, Lipman-Blumen has developed an innovative nine-part strategy for flourishing despite the demands of inter- and intraorganizational relationships.
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