Posts Tagged ‘business’

Why You Need to Become Business Agile

May 11, 2018

In the first of this 3-part webinar series, we will explore ways to not only significantly reduce change failures but also how to dramatically raise the capability, speed, and success rates of delivering strategic change in any organization through the adoption of a ‘business agile’ change structure.

Join our webinar to learn:

  • Evolution and Stasis of Project Management: Challenges and Failures
  • Best Practices and Pitfalls of Change Management
  • Business Agility and the Obstacles to “Going Business Agile”

Sign up today. Space is limited.

How to get fired at the c-level * All attendees who fill out a brief survey at the end of the webinar will receive an e-book copy of Peter Taylor’s: How to get Fired


Bringing a whole new meaning to ‘Business Casual’

September 2, 2016

The other day a work colleague made the following observation to me ‘You bring a whole new meaning to business casual’ was what they actually said, and they most certainly were not referring to the clothes I was wearing at that particular time.


Let’s start with what exactly is ‘business casual’ in the general meaning of the phrase:

noun: business casual – relating to or denoting a style of clothing that is less formal than traditional business wear, but is still intended to give a professional and business like impression.

Business casual has become the standard in many work environments in recent years but there is no general agreement on the definition of the term itself, ‘business casual’ seems to be reliant in finding the right meaning based on several factors; industry, company, number of employees, culture, internal role versus customer facing, geography, climate, local culture, age and probably a whole lot more.

But we all know someone, in the workplace, that seems to be confident in whatever they are wearing. Capable of carrying a presentation, a meeting, a conversation regardless of how the clothes that they are wearing fit, or perhaps align, to what the others in the same presentation, meeting or conversation are wearing. They have in some ways transcended ‘business casual’ or even ‘business formal’ (I am presuming that is the correct term for the opposite of business casual by the way).

I personally found myself in a situation where I had to ‘transcend’ in this way, and it didn’t immediately feel comfortable and it was as a result of a tie, or lack of tie, or more accurately a tie being in the wrong place.

I had to do a presentation at a company that I had been working at for some time as a project manager/consultant and the dress code at this organisation was ‘business casual’. But the presentation was a more formal one with some senior stakeholders from the board attending and therefore I concluded that in this situation it was more of a ‘business formal’ occasion and required a tie to be wrapped around me in a manner that I had longed enjoyed it not being wrapped.

Anyway, I selected a tie from my limited options (can you tell I am not a tie lover?) and placed it carefully over the chair in my home office the night before I had to travel up to the company location just to make sure I didn’t forget it.

As a result of my careful planning I naturally grabbed all of my necessary belongings in the early morning, phone, laptop etc, and headed up the motorway only to realise when I arrived at the visitor’s car park, and went to put the tie on, that it was in fact still safely hanging over my chair some 120 miles away. Forgotten.

Despite a panic search amongst my colleagues for a spare tie I had to enter the room with an open necked shirt and deliver my presentation.

It went very well, thank you for asking, and in the post-speaking period I was happily answering questions and generally holding court with many people, including the senior stakeholders (who wore very impressive ties I have to say) without any detrimental effect.

I, of course, tie lover that I am not, felt this proved the fact that ties are the clothing of the devil and not to be trusted near one’s neck in any situation. Christian Grey can keep them as far as I am concerned, whatever the colour.

Now of course if the dress code is say shirt but no tie, jacket optional and you turn up in torn jeans and a t-shirt this would be a really hard act to carry off but I have certainly seen some great speakers on the circuit for example who dress exactly like that, and conversely I have seen a lot of suited and booted (and collared and tie’d) speakers who were really bad. Really, really bad in some cases.

But back to where we started, the observation to me ‘You bring a whole new meaning to business casual’.

I take that as a compliment. Productive laziness is perhaps the performance related soul-sister of ‘business casual’. Being comfortable and confident in what you do, in the safe knowledge that you are indeed effective and efficient without the constraints of the organisational ‘tie and collar’ rigid processes is a good thing I believe.

So please break free and act ‘business casual’ in what you do.

Occasionally you have to follow process, there is a time and a place for casualness, and occasionally even I have to wear a tie (November 2015 was the last time I believe) but mostly you don’t and life, the business you work for, and you, are all the better for it.


Peter Taylor

Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’.

In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at – and through his free podcasts in iTunes.

Life or Laptop

August 12, 2016

In my bestselling book ‘The Lazy Project Manager[1]’ I have one chapter entitled ‘Breathe Normally’ where I describe the following situation:

You are on yet another flight, either to or from your latest project engagement, somewhere in the world. Maybe you have been lucky, maybe the flight is on time and you know your luggage is safely stored in the overhead locker, you are not seated in the middle seat between two sumo wrestlers with body odour and this flight does offer complimentary in-flight beverages.

You settle back in your seat and begin to drift in to that ‘yet another flight’ snooze, vaguely aware that the cabin crew member is, for the one thousandth time, explaining to you how to complete that complex conundrum of buckling and unbuckling your seat belt. You begin to disengage from the world around you…

But wait! The lady in the uniform, vainly talking to everyone but knowing no-one is listening in return, is about to utter a supreme piece of wisdom.

In the event of an emergency, an oxygen mask will drop in front of you from the panel above. Place the mask over your mouth and nose, straighten out the strap, and pull the strap to be sure it is tight on your face. After you are wearing it securely, a tug on the hose will start the oxygen flow. It makes sense to put your own mask on first, before helping others. Breathe normally.

Breathe normally.

To begin with I used to think that this was the craziest thing possible to say. If I was ever on a flight where the oxygen masks were to drop down you can be sure that I would place the mask over my face, pull the strap as tight as possible, tug the hose until I felt the sweet taste of oxygen flowing. But the last thing I would do would be to breathe normally. I would breathe like it was my last moments on this earth (or air at this point, earth presumably about to enter the equation in a rather nasty crashing, crushing, exploding sort of way).

Breathe normally.

Not a hope in hell!

But actually breathing normally is really, really good advice. Being calm, wasting less energy, wasting less oxygen, thinking clearly and considering the situation in a reasonable, objective manner is absolutely what is most likely to help you to survive.

In the project world when all around you are going crazy with panic then breathing normally will allow you to consider the situation, assess the core issues, plan a response and carry out the actions with the minimum amount of effort and to the maximum effect.



I was sadly reminded of this advice when I read about the crash of Emirates Flight 521 which was a scheduled international passenger flight from Thiruvananthapuram, India, to Dubai, United Arab Emirates, operated by Emirates using a Boeing 777-300.

On 3 August 2016, the aircraft carrying 282 passengers and 18 crew crashed while landing at Dubai International Airport. All 300 people on board survived the accident and were safely evacuated from the aircraft. This, of course, is an excellent outcome considering what happened to the aircraft very shortly after the evacuation had been completed, and all credit to the crew for managing this situation.

Emirates is one of my preferred airlines and I have only positive experiences from the many miles I have journeyed under their care.

But there were some disturbing images recorded in the smoke filled plane with passengers attempting to retrieve luggage from the overhead compartments instead of focusing on the clear priority of getting everyone off the plane as quickly as possible. Perhaps this is human nature, certainly this is not the only example of this behaviour – other plane emergencies have experienced similar actions.

The thing is we all face priorities, daily, and we all have to make decisions, sometimes difficult ones, but rarely can you be faced with such a simple decision as in the case of EK521. There is nothing I own that outweighs my own life. Simple. And there is nothing I own that outweighs another person’s life either. Simple.

Breathing normally is critical and sometimes those decisions that you have to make, for yourself, and for those around you aren’t even decisions at all, there is only one answer.


Whilst no passenger died sadly Jassim Al Baloushi, a firefighter, died while battling the flames aboard Emirates flight EK521 and my thoughts go to his family for their loss.

Sheikh Saif bin Zayed, Deputy Prime Minister and Minister of Interior, commented ‘We offer our condolences to the family and friends of the nation’s martyr and we pray Allah grant them patience and solace’.

Saif Al Suwaidi, director of the General Civil Aviation Authority, said: ‘I salute his ultimate sacrifice that kept many from harm’s way. Our thoughts and prayers are with his family’.


Peter Taylor

Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc. – a billion-dollar software organisation delivering Workforce Management Solutions.

Peter Taylor is also the author of the number 1 bestselling project management book ‘The Lazy Project Manager’, along with many other books on project leadership, PMO development, project marketing, project challenges and executive sponsorship.

In the last 4 years he has delivered over 200 lectures around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’.

His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance.

More information can be found at – and through his free podcasts in iTunes.


The Lazy Project Manager

June 12, 2009

In The Lazy Project Manager, authored by Peter Taylor and to be published in the UK by Infinite Ideas Limited UK in August, “lazy does not mean stupid or unsuccessful; lazy is the way forward. The lazy project manager illustrates how anyone can apply the simple techniques of lazy project management in their own activities in order to work more effectively and consequently improve work–life balance. This ‘productive laziness’ approach builds on the Pareto principle that states that for many phenomena, 80 per cent of consequences stem from 20 per cent of the causes. To put it simply, only 20 per cent of the things people do during their working days really matter.”

Inside this book readers can discover:

• The intelligence of laziness – why smart, lazy people have the edge over others;
• Why the Jungle Book’s ‘Bare Necessities’ should be the productive lazy theme tune;
• How to get the maximum output for a minimised input;
• Quick tips to productive lazy heaven.

In addition, the author provides some interesting (and entertaining) things about eating dinosaurs, wearing ermine cloaks, and how to spot a psychopathic woman at a funeral. Also find out why you should never go ballooning, how to deliver a good Oscar acceptance speech, and why it is important for your team that you read the newspaper each morning. And yes, you may also learn some, quick, simple but important things about project management.

In “The lazy Project Manager” Peter Taylor illustrates how to achieve more without expending more time and energy. Welcome to the home of ‘productive laziness’. Here there is a more focused approach to project management and our efforts are exercised where it really matters – there’s no rushing round involving ourselves in unimportant, non-critical activities that others can better address, or indeed that do not need addressing at all in some cases. It’s all about working smarter and Peter Taylor, head of a PMO at Siemens, gives away his trade secrets. This is not a training manual. You won’t turn into a project manager by reading this book. But Peter, acting as virtual coach, will help you to identify and focus on the key activities in your projects, do them well and enjoy the world of productive laziness.

In contrast to the title of his book, Peter Taylor is in fact a dynamic and commercially astute professional who has achieved notable success in project management, programme management and the professional development of project managers: latterly as head of projects at a global supplier of performance system solutions, and currently as head of a PMO at Siemens PLM Software, a global supplier of product lifecycle management solutions. He is an accomplished communicator and leader; always adopting a proactive and business-focused approach. This is Peter’s first book.

Book: The Lazy Project Manager; Hardcover: 160 pages; Publisher: Infinite Ideas Limited UK (August 31, 2009); Language: English; ISBN-10: 1906821135; ISBN-13: 978-1906821135 info at