Leadership Skills For Project Managers

Smart manufacturing isn’t just about doing things better; it’s about redefining what ‘better’ means in a digital, sustainable world. What began with Industry 4.0’s ambitious vision—cyber-physical systems, IoT, and connected factories—has evolved into something more grounded, accessible, and human-centric. While Industry 4.0 focused on possibilities, today’s frameworks, like CESMII’s First Principles of Smart Manufacturing, focus on practicality. These principles offer a roadmap to make smart manufacturing achievable for everyone: 1. 𝐅𝐥𝐚𝐭 𝐚𝐧𝐝 𝐑𝐞𝐚𝐥-𝐓𝐢𝐦𝐞: Seamless information flow enables fast, decentralized decisions with real-time visibility. 2. 𝐑𝐞𝐬𝐢𝐥𝐢𝐞𝐧𝐭 & 𝐎𝐫𝐜𝐡𝐞𝐬𝐭𝐫𝐚𝐭𝐞𝐝: Connected ecosystems collaborate to deliver products efficiently and on time. 3. 𝐒𝐜𝐚𝐥𝐚𝐛𝐥𝐞: Systems adapt easily to changing demands, enabling broad adoption across the value chain. 4. 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 & 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐭: Optimizes energy use and supports reuse, remanufacturing, and recycling processes. 5. 𝐒𝐞𝐜𝐮𝐫𝐞: Ensures secure connectivity, protecting data, IP, and systems from cyber threats. 6. 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 & 𝐒𝐞𝐦𝐢-𝐀𝐮𝐭𝐨𝐧𝐨𝐦𝐨𝐮𝐬: Moves from static reporting to proactive, real-time, semi-autonomous decisions. 7. 𝐈𝐧𝐭𝐞𝐫𝐨𝐩𝐞𝐫𝐚𝐛𝐥𝐞 & 𝐎𝐩𝐞𝐧: Empowers seamless communication across systems, devices, and partners. The shift reflects a decade of lessons learned: manufacturers need solutions that are scalable, resilient to disruptions, and environmentally responsible. CESMII doesn’t just ask, “What if?” It answers with, “Here’s how,” bridging the gap between visionary ideas and real-world implementation. 𝐋𝐞𝐚𝐫𝐧 𝐦𝐨𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞𝐬 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝟒.𝟎 𝐯𝐬 𝐒𝐦𝐚𝐫𝐭 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠, 𝐢𝐧𝐜𝐥𝐮𝐝𝐢𝐧𝐠 𝐚 𝐜𝐨𝐦𝐩𝐚𝐫𝐢𝐬𝐨𝐧 𝐢𝐧 𝐩𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬: https://lnkd.in/e2BRT5kX ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

As Chief Engineer of strategic ballistic missile submarine USS Kentucky, I felt I had to have every answer. I was in every action, every system, every repair. The stakes were too high for anything less. But here’s the truth: that approach was untenable. No single person can shoulder that weight forever. What saved me—and what made our team world-class—wasn’t my control. It was: ✅ Delegation — trusting officers and sailors to own their watch. ✅ Intent-based leadership — giving clear direction, not micromanagement. ✅ Trust-based communication — speaking up early, listening deeply. ✅ Transparent expectations — clarity about what “good” looked like. ✅ Deep but meaningful checking — not hovering, but verifying. Scaling your business is no different. Early founders often try to be in every decision, every hire, every customer interaction. But just like on a submarine, that weight will break you—and stall your team. The transition from “I control everything” to “we achieve everything together” is what transforms brilliant engineers and scientists into enduring leaders. 💡 Where are you in that journey—holding every answer, or scaling through trust? #Leadership #ScalingUp #Delegation #ExecutiveCoaching #EngineeringLeadership #CoreX #Trust #IntentBasedLeadership #focalpountcoaching

As a creative who specializes in photography filmmaking, I usually receive emails and messages from creatives seeking advice. Over the years, I’ve written down and reminded myself of certain key points with each project. I thought it would be beneficial to share some of these ideas here on LinkedIn. 1. Debrief: After each project, taking the time to debrief is essential. Reflect on what you did to achieve the goals, identify the challenges faced, and consider how you and your team can learn from the experience. Evaluate whether your ideas were too ambitious or if the brand or client didn’t fully connect with your vision. Gathering all this information helps you refine your approach and apply these lessons to your next project, guaranteeing continuous growth and improvement. 2. Clear Communication: Establishing open and transparent communication from the start ensures that everyone is on the same page, from the production team to the client. This helps manage expectations and keeps the project moving smoothly. 3. Collaboration: Successful projects are built on collaboration. Engaging with your team, valuing their input, and working together towards a shared vision is key to creating something special. 4. Adaptability: Flexibility is crucial in creative work. Whether it’s adjusting to last-minute changes or finding creative solutions on the fly, being adaptable keeps the project on track. Remember to be Nimble! 5. Storytelling: At the core of every project is a story. Whether it’s a photo shoot or a film, the ability to tell a compelling story that resonates with the audience is what sets the work apart. Story is everything. 6. Attention to Detail: The little things matter. Paying close attention to every element—from lighting and composition to styling and post-production—elevates the final outcome. It's all in the details. 7. Client Relationships: Building and maintaining strong relationships with clients is just as important as the creative work itself. Understanding their needs, keeping them involved, and delivering on promises fosters trust and long-term partnerships. Remember no client is the same. 8. Passion and Purpose: Bringing your passion and sense of purpose to every project keeps the work authentic and impactful. It’s not just about the final product, but the process and the message behind it. This is your personal stamp and DNA don't forget it. 9. Professionalism: From meeting deadlines to maintaining a positive attitude, professionalism sets the tone for the entire project and ensures a smooth experience for everyone involved.

A few years ago, I was consulting on a promising film project. The pitch was airtight. The script was solid. The cast? Impressive. Everyone was excited. But as we worked through pre-production and got closer to shoot, I noticed something: No one was tracking contracts. No one was chasing vendors. No one was watching the burn rate. The director was also the producer. The writer was handling casting. The investor was making creative decisions. Well, that film never got made. Not because the idea wasn’t good. But because no one was managing the actual work. And I’ve seen this happen too many times—just in different forms. The entertainment and media industries don’t need more creative entrepreneurs right now. What we desperately need are managers. I’ve worked with incredibly talented creators—visionaries with global ambition. But their projects often stall not from a lack of creativity, but a lack of operational muscle. Everyone wants to launch the next studio, label, or platform. But no one wants to manage timelines, structure the deal, or chase deliverables. And that’s the real problem. A filmmaker can have an Oscar-worthy script. A producer can lock down A-list casting and handle logistics. But if no one is handling the legal, the cash flow, the project plan, and the execution… That idea will stay a pitch deck or worse - end badly. In my experience, great producers usually end up doing everything from legal to marketing but great producers are rare. And keep burning out. PLUS a lot falls through the cracks when a generalist tries to do too many specialist jobs. In our space, what dies first is rhythm. Then clarity. Then the team. The founder becomes the fixer. The creator becomes the admin. And all the energy goes into staying afloat—not building forward. What the industry needs more of isn’t just dreamers or disruptors. It needs managers. It’s the Roy O. to every Walt Disney. Walt dreamed up the empire. Roy raised the money, managed the finances, and made it real. No Roy? No Disneyland. Same story with Shonda Rhimes and Betsy Beers, who helped turn one show into a franchise. Or Beyoncé and the Parkwood team, quietly running a billion-dollar creative machine behind the scenes. Behind every world-class storyteller is someone who knows how to handle rights, royalties, pacing, packaging, pipelines—and people. Someone who runs the engine without needing to be in the spotlight. The companies dominating global screens—Netflix, A24, Canal+, Prime Video—don’t just have vision. They have systems. And people who protect those systems relentlessly. We can keep talk about raising the bar. But who’s actually maintaining the engine room? So yes, we need the dreamers and bosses but we need managers more. Let’s talk about that. #CreativeBusiness #EntertainmentIndustry #MediaLeadership #ExecutionMatters #ManagersMatter #StorytellingBusiness #AfricaCreativeEconomy #FilmProduction #ProductionManagement #VisionAndExecution

PMs are still asked estimations questions at places like Google and X! (No Joke) They're so stressful. You rarely have to do it on the job. Here's how to succeed in the interview: — 𝗢𝗡𝗘: 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 → 𝗧𝗵𝗲 𝗚𝗔𝗠𝗘 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 Most PMs dive straight into numbers and get lost. Instead, start with GAME to create a strong foundation: → Goals: What are you estimating for? Define the objective. → Assumptions: Fill knowledge gaps with educated guesses. → Metrics: What key KPIs matter? Identify them. → Estimate: Tie it all together with clear calculations. Don’t guess blindly. Build answers that make sense. — 𝗧𝗪𝗢: 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗲 𝗬𝗼𝘂𝗿 𝗧𝗵𝗼𝘂𝗴𝗵𝘁𝘀 → 𝗧𝗵𝗲 𝗛𝗘𝗔𝗥𝗧 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 Metrics overwhelm most PMs because they don’t know where to start. Google’s HEART framework simplifies this: → Happiness: Are users satisfied? → Engagement: How deeply are they involved? → Adoption: Are new users coming in? → Retention: Are they sticking around? → Task Success: Are users achieving their goals? Use HEART to cover all the angles when discussing product metrics. — 𝗧𝗛𝗥𝗘𝗘: 𝗕𝗿𝗲𝗮𝗸 𝗜𝘁 𝗗𝗼𝘄𝗻 → 𝗔𝗔𝗥𝗥𝗥 𝗣𝗶𝗿𝗮𝘁𝗲 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 Estimation can feel like solving the impossible, especially for growth-related questions. Here’s where the AARRR framework comes in. Think of it as your North Star for user lifecycle analysis: → Acquisition: How do users find your product? → Activation: What’s their first "aha moment"? → Retention: Why do they keep coming back? → Referral: What makes them tell others? → Revenue: How does the product make money? Breaking it down shows structure, clarity, and business acumen. — 𝗙𝗢𝗨𝗥: 𝗞𝗲𝗲𝗽 𝗜𝘁 𝗥𝗲𝗮𝗹 → 𝗦𝗮𝗻𝗶𝘁𝘆 𝗖𝗵𝗲𝗰𝗸𝘀 & 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼𝘀 Throwing out unrealistic numbers is the fastest way to lose credibility. → Sanity Check: Use known facts to check your estimate. Start with a range — what’s too high? What’s too low? → Scenario Analysis: Estimate segment by segment and add it up. Example: Split users into small businesses and enterprises, estimate separately, and combine totals. This approach is clean, logical, and shows you can think like a business leader. — 𝗙𝗜𝗩𝗘: 𝗚𝗼 𝗕𝗲𝘆𝗼𝗻𝗱 𝗕𝗮𝘀𝗶𝗰𝘀 → 𝗔𝗱𝘃𝗮𝗻𝗰𝗲𝗱 𝗧𝗲𝗰𝗵𝗻𝗶𝗾𝘂𝗲𝘀 When the basics aren’t enough, it’s time to bring out the heavy hitters: → The Funnel Method: Filter step-by-step to narrow down users. → Analogous Estimation: Use similar data points and adjust. → Cohort Analysis: Compare behaviors over time for long-term impacts. → Jobs-to-be-Done: Focus on what job the product solves and estimate adoption from there. — These advanced tools are the difference between a good answer and one that blows the interviewer away. I cover all my research in the deep dive: https://lnkd.in/eBnCziXa Have you encountered estimation questions in PM interviews?

The fastest way to fail a massive, ambiguous project? Act like you know the answer. I see this all the time at work: a senior leader drops a vague, massive idea - the classic "future-of-X" project. The immediate reaction is panic. Teams scramble to produce a hundred-page one-pager ( 😉) defining every detail before the core idea is even solid. Why? Because we think defining the scope equals control. Here’s what I learned leading complex initiatives: You don't earn credibility by knowing the plan; you earn it by defining the right questions. Ambiguity is the universal signal that it's time to stop managing tasks and start leading thought. For years, I was the one trying to solve every vague ask solo. Now, I use a simple 5-point method to force the right conversation with senior stakeholders. This method shifts the focus from managing complexity to collapsing it down to the five critical decisions that unlock 80% of the project's path. It turns an impossible problem into five manageable, senior-level ownership points. 1️⃣ Stop Defining the Scope, Define the Exit Criteria: Agree with your principal stakeholders: what is the single, non-negotiable metric that if broken, forces the project to pause or pivot? 2️⃣ Translate the Vague into Team Trade-Offs: Never go to the team with an ambiguous question. Instead, frame the ask as concrete, strategic options. Your job is to facilitate the choice, not present the solution. 3️⃣ Find the Sacred Cow: Every ambiguous project is built on one risky assumption. Find it. Challenge it. Publicly. 4️⃣ Audit the Information Gaps (Not People): Do not ask, "Who owns this piece?" Ask, "Who has the data (or context) we need to move forward?" Then, make the introduction. 5️⃣ Secure One 'Yes': Your first goal isn't securing the whole budget. It's getting a key sponsor to agree to the next single question you must answer. This creates momentum without over-promising. This is the scaffolding that elevates your role from excellent operator to strategic leader. It shows you're not just executing the plan, you're architecting the path. – I share actionable frameworks and real-world stories for tech leaders. 👉 Follow me, Rony Rozen, to get them in your feed.

Top candidates receive six figure offers without being the smartest. They know things others don’t. There’s a pattern most miss: ↳ It’s not just what you say. ↳ It’s how you structure your stories. ↳ Structure drives decisions. Here’s a sneak peek at the interview frameworks: 1. Tell me about yourself. ↳ Most fumble here (don't be most). ↳ Use the Present-Past-Future method: Present: "I'm currently leading..." Past: "This started when..." Future: "Which is why I'm excited about..." 2. What interests you in this role? ↳ Skip the "I love your company" trap. Create a connection. ↳ Use Problem-Solution-Impact: Problem: Show you understand what the role solves. Solution: Share your relevant experience. Impact: Paint the future picture. 3. What are your strengths? ↳ Don’t list random qualities. ↳ Use Story-Skill-Scale: Story: "Here's a specific example..." Skill: Connect it directly to their needs. Scale: Show how it can grow with them. 4. What are your weaknesses? ↳ Skip the "perfectionist" cliché. ↳ Use Real-Reflect-Resolve: Real: Share an actual challenge. Reflect: Show self-awareness. Resolve: Your improvement system. 5. Tell me about a challenge. ↳ Turn setbacks into selling points. ↳ Use Challenge-Choice-Change: Challenge: Name it clearly. Choice: Show your decision process. Change: Share the transformation. 6. Can you handle multiple projects? ↳ Don’t brag about multitasking. Show reliability. ↳ Use System-Scale-Success: System: How you organize. Scale: How you prioritize. Success: The measurable results. 7. How do you manage conflict? ↳ Never blame or complain. Show empathy. ↳ Use Listen-Learn-Solve: Listen: Understand all sides. Learn: Find common ground. Solve: Create better solutions. 8. How do you motivate others? ↳ Show your people skills. ↳ Use Listen-Learn-Lead: Listen: Show you read people well. Learn: You adapt your approach. Lead: Create shared wins. 9. How do you adapt to change? ↳ Don’t play it safe. Show your future value. ↳ Use See-Shift-Strength: See: Spot the opportunity. Shift: Make the pivot. Strength: Build on success. And many more on the sheet. Save this guide for later. The right structure beats perfect words. Why? Because it puts your best stories in the right order. ♻ Share to help others land their dream jobs. Repost to your network. LinkedIn LinkedIn Guide to Creating

"Can I be a successful manager if I am 𝘀𝗼𝗳𝘁?" 🤔 That’s the question I got from someone I recently coached. It made me reflect on my career journey. I have always been a soft-spoken person. 🗣️ When I joined a new company, a co-founder told me, “𝙔𝙤𝙪 𝙣𝙚𝙚𝙙 𝙩𝙤 𝙗𝙚 𝙨𝙩𝙧𝙤𝙣𝙜. 𝙊𝙧 𝙚𝙡𝙨𝙚 𝙮𝙤𝙪 𝙘𝙖𝙣’𝙩 𝙜𝙚𝙩 𝙬𝙤𝙧𝙠 𝙙𝙤𝙣𝙚 𝙛𝙧𝙤𝙢 𝙥𝙚𝙤𝙥𝙡𝙚.” Basically, he meant: “𝘽𝙚 𝙖𝙜𝙜𝙧𝙚𝙨𝙨𝙞𝙫𝙚.” 😠 People who say this don’t understand the difference between ‘Assertive’ & ‘Aggressive’. Being 𝗔𝘀𝘀𝗲𝗿𝘁𝗶𝘃𝗲 means 👉 sharing your thoughts openly 👉 being open to feedback & 👉 holding your ground. Being 𝗔𝗴𝗴𝗿𝗲𝘀𝘀𝗶𝘃𝗲 means 🚫 push your opinions on others 🚫 attack anyone who disagrees & 🚫 don’t listen to others I was not going to change who I am for a job. And it wasn’t the first time I had got this comment 🙂 I nodded and went about managing my team the way I felt right. And soon enough, we had a rapport; things got done and delivered on time. ✅ I never yelled or even raised my voice at anyone at work. So, 𝗬𝗲𝘀, you can be a leader who is respected and loved and has a stellar team that delivers, even if you are ‘soft’. ❤️ 𝗜𝘁’𝘀 𝗼𝗻𝗹𝘆 𝘁𝗵𝗲 𝘄𝗲𝗮𝗸 𝘄𝗵𝗼 𝘆𝗲𝗹𝗹 𝗮𝗻𝗱 𝗸𝗶𝗰𝗸; 𝘁𝗵𝗲 𝘀𝘁𝗿𝗼𝗻𝗴 𝘀𝘁𝗮𝘆 𝘀𝗶𝗹𝗲𝗻𝘁 𝗮𝗻𝗱 𝗳𝗼𝗰𝘂𝘀𝗲𝗱. 💪🤫 Have you gotten such comments? Or is there a ‘soft’ manager you admire? 💬 #leadershipcoaching #leadershipdevelopment #executivecoaching #mindsetcoaching #personaldevelopment

Struggling with Product Strategy Interviews? Use the GUCCI Framework. After coaching 1,000+ PMs, I’ve seen one interview round trip up even the most seasoned candidates: the product strategy round. That’s why I created the GUCCI Framework — a clear and structured way to tackle any product strategy question with confidence: 𝐆 – 𝐆𝐨𝐚𝐥𝐬 & 𝐌𝐢𝐬𝐬𝐢𝐨𝐧: Start with what the company actually wants. Growth? Market share? Deeper user impact? 𝐔 – 𝐔𝐧𝐦𝐞𝐭 𝐍𝐞𝐞𝐝𝐬: What real customer problems are you solving? Dig deep — don't just guess. 𝐂 – 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐨𝐧: Who’s already in the space? What gaps or threats do they pose? 𝐂 – 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐒𝐞𝐠𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧: Who exactly are you building for? Pick one segment and tailor the strategy. 𝐈 – 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞𝐝 𝐄𝐜𝐨𝐬𝐲𝐬𝐭𝐞𝐦: How does this new product fit into what the company already offers? What I see most candidates doing wrong: ❌ Jumping straight to features ❌ Skipping user segmentation ❌ Not understanding the company's mission ❌ Avoiding trade-offs If you want to stand out — especially for senior PM or AI PM roles — you need to show strategic thinking, not just product intuition. I break all of this down in my new blog post, with real examples and step-by-step tips. 𝑅𝑒𝑎𝑑 𝑡ℎ𝑒 𝑓𝑢𝑙𝑙 𝑏𝑙𝑜𝑔 ℎ𝑒𝑟𝑒: 👉 https://lnkd.in/e2Q88q4k #PMAccelerator