How can you become a strategic advisor for senior leaders and executives in project management?

Ask really good questions that don't have the intent of seeking information (what I refer to as "Google questions), but the better questions that foster reflective thinking assist them in discovering the unanswered questions.

In a way, you need to have the mind of the founders. Think the way they think. Drink their coffee, so to speak. Listening to their interviews, reading about their accomplishments, looking up their professional profile on LinkedIn, these can help in communicating with them.

I take a cultural perspective. Many of my projects bridge cultures. Norms and practices differ, especially with global organizations. I'd layer on how a company's culture can vary and sub-cultures exist within an organization.

See the big picture, Think out of the box, think strategically, come up with solutions, views and methods the owners/ founders did not think of and couldn’t come up with! Be creative.

I join communities on some social media platforms, follow news updates on the particular subject matter, and then thoroughly meditate on how current trends could affect project outcomes. Then communicating it with top management becomes a delight, as some of them may not have heard the latest information.

Leaders need to understand that project management isn't just marching to outcomes on a GANTT chart. It's about understanding the interdependencies of an entire program. It's also about thoughtfully sequencing initiatives to build initial success and momentum and understanding how projects can free up resources for other parts of the program. Too often project management is viewed through a narrow lens of status reporting and as a result very little value is derived.

Ein strategischer Projektcoach zeigt Verbindungen zwischen Informationen auf, die sonst keiner sieht in der Situation. Er oder sie hat eigene Gedanken, die teilweise kontr?r zum Mainstream sind. Ein solcher Berater hinterfragt st?ndig die Rahmenbedingungen und reagiert somit schnell auf Ver?nderungen.

Is there a difference between a lie and a technicality? Building trust involves being honest, modest, diligent, and reliable. But when you're successful in gaining the heart of executives, they don't need to hear your explanation before they approve your request. Yeah, it gets to that point. I have been there

Building trust and credibility as a strategic advisor in any business domain can be challenging but crucial for success. So, I recommend you start by building a relationship with stakeholders. Take the time to get to know them and understand their needs and expectations. This will help you tailor your recommendations to their needs. Then, be reliable and consistent in your actions and recommendations. If you promise to deliver something, ensure you deliver on time and to the expected quality. This will help you build credibility and establish yourself as a trustworthy advisor. Lastly, ensure you deliver results that align with their expectations and goals. Stakeholders will judge you based on the results you deliver

Speak to the heart. I have always taught: "If you do not tell me things that I don't know, you wouldn't hold my attention for long." That doesn't mean you have to deliver new things, (nothing is new under the sun), but it does mean that some revised concepts can be injected into very familiar ones. And your style should be new. That way, an executive might just look up you suddenly after being on his mobile device for too long. You got him!

To keep a friend, you must be a friend. Non-parasitic, mutual friendships with executives can be a complete game-changer in project management