"The influence of language, body, moods and emotions on communication is thought provoking!"  G. K., Project Manager

Why I Created This Course

"Growth is forged in the heat of conflict" —Jordan Peterson.

I often found myself in the heat of conflict when managing large and complex projects. My conventional wisdom was to mitigate, compromise, diffuse, and fall back on improving the “process” as the all-encompassing solution. It didn't work, and when it did, the results were often dismal.

Becoming a better technician is the least likely path to leadership.

Applying best practices and learning yet another methodology wasn't enough either. Little did I know that becoming a better technician was, well . . . Becoming a better technician! You see, when conflict emerges and uncertainty is the only thing on the menu, "process" is not so effective. Neither is a highly skilled technician at tweaking the process. I learned that becoming a better technician in the domain of project management is the least likely path to leadership.

My breakthrough happened during my work on a multi-million dollar project blending a harsh environment with high technology. I worked alongside a senior consultant and retired former CEO who changed my perspective and set me on a path of learning that improved my performance a hundred-fold.

The secret? Shift my way of being to be able to produce and sustain high performance, and to develop laser-sharp communication to build relationships, secure commitments, and produce effective actions.

My first book, The Ukemi Way, was the culmination of that 15-year journey.

I created this course because I wanted to share this knowledge with every project manager who struggles, as I have. I wanted to provide a quick and easy to apply approach and get them started on an effective path to leadership.

I learned that the path of leadership requires acting boldly with purposeful actions and intentional communication, to overcome the challenge of even the worst ordeal.

This is why this course is based in ontological philosophy, which means it has to do with your way of being and the way you show up to others. A participant explained it best:

Chris had me consider the importance of ‘who I am being’ in contrast to ‘what I am doing’ with respect to getting results." — Sharlene B.


Why Take This Course?

With Intentional Communication, you automatically increase your ability to act boldly and to confidently tackle project conflicts, while taking care of everyone on the project.

Most project managers I know are bold, but their boldness stops at the threshold of their self-confidence. It's situational. But it turns out that bold action, which also happens to heighten self-confidence, is not as difficult to learn and practice as I had once thought.

Your tool for high confidence and boldness is “intentional communication," combined with the anti-fragility required to being thrown off balance, failing, falling, and then standing up and getting into action again. This is the meaning of "ukemi," a term borrowed from Japanese martial combat. It's a "bring it on!" attitude, but grounded in self-trust and ethics of care for others. It's a way of being that requires the equivalent of dojo training configured for professional environments.

Once you embody this way of being, something spectacular happens for you: your value to your employer and your team skyrockets, because you demonstrate being a powerful communicator who: (1) is able to resolve conflicts by articulating superior explanations of difficult situations, and, (2) make powerful requests and offers that compel committed actions. In this course we will show you how.

Great project success happens when you complement an efficient process with superior project leadership. This course is for Project Managers who are ready to step into superior leadership, and who understand that they are in charge of their personal success and the success of their projects, not the process.

An attendee of our introductory webinar expressed it best:

As a project manager, it is important for me to ensure that the conversation for action happens across the various project team members and stakeholders. This is something that is very clear to me now. It is not just about my communication with the team members, but about communication in between team members!" — S. L., Project Manager