Interview with Elizabeth Harrin
Her second book is out and she is providing a free course, if you want to ramp up on your social media skills today.
Enjoy the interview.
Elizabeth, congratulations on your new book! Tell us something about your book and why did you choose to write something so specifically about project management and social media?
I’m part of PMI’s New Media Council and at the Congress in Orlando last year we did a presentation on the uses of social media for project teams. It was amazingly well attended and people were standing up at the back as the room was so busy. There were other presentations at Congress on new technologies that also had their rooms packed out. It made me realize that there was an appetite amongst the project management community to learn about how we can embrace new technology and specifically social media to help with the way we manage project teams. There are lots of books written about how to use social media for marketing and communication with customers, but nothing about how to use it behind the firewall for collaboration and communication between colleagues. That’s the gap I was trying to fill.
I know you are an advanced user of social media, however how much of it do you use in ongoing projects and how?
I use Twitter and LinkedIn for personal development and information seeking, to stay in touch with relevant people, and to keep abreast of industry developments. My blog allows me to connect with industry colleagues and other project managers. I use Highrise as a contact management system - it's not 'pure' social media, but it includes several social media-y features like tags and as it is cloud-based it is good for multiple people keeping the same records up to date. We also use wikis for keeping track of project
information.
I am personally inspired by simply observing how much you are doing everyday- the book, the Otobos Group (your company), the job - how do you manage to keep everything together? Do you plan on a regular basis or yearly? Do you make a list of things you want to do and achieve every New Year and follow the plan or is it more instinctive?
I have two jobs and a life!
I’m Head of IT Programme Delivery for a UK healthcare company, and I run my own company, a business writing practice that supplies content to websites. We do other writing-related things too; recently I wrote a project management case study for a professor to use in her university classes, for example.
Do I plan? Well, as a project manager I should say yes, but it is a pretty flexible plan. I’ve been blogging for nearly 5 years and this is the first year I have drawn up an editorial calendar. I have a spreadsheet with a tab per month and in each month I note what I want to publish when, notes for the following month and so on. So I can tell you that I have already started thinking about what A Girl’s Guide to Project Management will be doing for its 5th birthday in January! I do regularly review what I would like to achieve, but new opportunities come along all the time and the plan gets reworked. For example, Social Media for Project Managers is officially launched on 11 October, and I wanted to do something alongside that, so I wrote a course which you can get as a series of emails or as a short e-book. That needed to be done in time for the launch of Social Media for Project Managers, but I have more flexibility with other deadlines.
In terms of fitting it all in, I believe that people make time for things that they love. I love my healthcare job and I love writing. It’s all about prioritizing your time. I still have enough hours in the day to fit in the rest of my life, family, hobbies. We waste a lot of time not doing the right things.
Tell us about a day in the life of Elizabeth Harrin.
OK, I’ll pick today. I got up, checked my emails, and responded to a client who is enquiring about some website content for his site. I left for the office, and read a bit more of The Get-it-Done Guy’s 9 Steps to Work Less and Do More, which is the book I’m currently reviewing. I picked up a coffee on the way, and got to my desk about 8.45am.
The office day comprises of project planning, financial management and budgets, a team meeting, prep for a meeting next week, following up on outstanding tasks, catching up on emails, reviewing documentation and speaking to suppliers. I left the office after 5pm and head home, reading a daily paper on the journey.
Once I’m at home, I reviewed personal and Otobos Group emails that I received through the day. Many of the Otobos Group’s clients are in the U.S. so they are still at work by the time I get to their messages. I do a bit of writing or office admin, catching up with sources for articles, talking to editors or editing video content. Dinner, more work, an episode of CSI and bed! Like many people who run their own business, I work long hours, but I love what I do so I don’t notice it until someone like you asks.
Did you always envision being who you are today as a child? What did you want to be then and what do you think changed you goal?
I never grew up thinking I would be a project manager. Who knew what one of those was? I wanted to be an ambulance driver. My goal was changed when I realized I could join the ambulance service straight out of school and I really wanted to go to university first. At university it changed again.
What inspires you?
What a difficult question! I like learning, so I’m inspired by new things. And snow. I do like a good snowy landscape.
Do you have a new list coming up for New Year?
I expect I will re-work an old list and see how well I have done. As I said, next year is A Girl’s Guide to Project Management’s 5th birthday, and the 5th year that Project Management in the Real World has been on the shelves, so I think I’ll be doing something around that.
Thank you for your time Elizabeth, always wonderful to have you here.
Thanks for having me!
To read her award winning blog click here and to see more on what she is working, visit her shop.
Interview with Susan de Sousa (My PM Expert)
Why is there a lack of female PM's?
It has always been discussed why there is a shortage of women in certain industries, more so in project management .
Of course most interviews I have read about have more than often say- its true but I have been very lucky and haven’t encountered it personally. Sure- because those few chosen women are lucky, so you interviewed them in the first place.
This is always not perhaps true with 60 million working women (in America alone), it’s strange why women are not seen in lead roles. The Glass ceiling report found 95-97% senior managers of the Fortune 1000 Industrial and Fortune 500 were male.
Factors that you cant avoid and women in the work force encounter everyday:
•Glass ceiling effect- During 1991 to 1996 the Glass Ceiling Commission studied how the barriers applied to women and minorities for real.
•The discrimination against women at the workplace result in a lack of career progress, inappropriate job assignment and training opportunities available for women. The discrimination is not only against women but race comes in most cases. Though most women face the glass ceiling, how it effects women depends on the race as well.
•It’s well known that trying to balance work and home is always a women’s job and the difficulties of combining work and family are obvious in most women’s life.
•Low level of motivation, self-confidence, and career aspiration are also considered as reasons why women don’t get to the top of the ladder.
So, to get over the hindrances, there is a Genderless possibility of new leaders who should possess the following traits:
• Speaking and Paradoxical ways–these leaders are consistently tough and empathic, flexible and orderly, patient and timely, diplomatic and candid, competitive and collaborative.
• Community builders-promote interactive leadership; create a strategy to bring people together, believing that an organization without weaving unravels into dysfunction. These leaders believe power is to be shared. It is power within-not power over.
• Holistic thinkers-are adept at building trust, and understand it to be a key element for creating a productive and creative culture. They see beyond the obvious and connect the dots between important issues.
• Relational intelligence-they hold themselves and others to high ethical standards, and believe the integrity of relationship is paramount. Third possibility leaders demonstrate relational intelligence by being sensitive to context, expert at clarifying issues, but willing to be confrontational and compassionate as necessary.
I know it all sounds so serious, I am just glad I live today, in this age- were at Least I have a fair share of chance to come extent. The glass ceiling still exists but when someone at least tries to break it, you know, I know- we women know there’s new hope and a chance for all of us there.
So, thank you to all women and men you there, who have made our job easy and paved the way for us and shared the responsibilities at work and home to create a happier space, so that we can do our job and ask for a raise.