I am fortunate to be guided by some of the best and brightest minds. My mentors include a sizable list of “who’s who”. For example, counted among my mentors are Michael Hyatt, Tony Dungy, Ron Edmundson, John C. Maxwell, Max Lucado, Marcus Buckingham, Jim Collins, Patrick Lencioni, Laurie Beth Jones, Max DePree and more. The best part is they can mentor you as well. In fact, they may have already started.

I am sure you’ve figured out that I am talking about mentoring through published works. Admittedly, this relationship is one-way. Therefore, this may not be considered by many to be mentoring. Yet, when you have input from so many of the greatest leaders, there is much to be said for even this one-way relationship. Social media and modern technology provide us a wealth of opportunities to learn from the leading experts in our fields and leadership development. Here are some tips for establishing and maintaining your own core of virtual mentors:

1.       Blogs: Subscriptions to blogs are an excellent way to receive regular updates, insights and ideas. These regular updates often include advice on current events and trending topics. Some of my favorite leadership blogs include:

• Michael Hyatt
• Ron Edmundson
• Seth Godin

2.       Networks: Using LinkedIn, Ning, even Facebook and other, more socially-focused networks is a great way of connecting with like-minded individuals in the same, or similar, fields and industries. Some of my favorite virtual networks include:

• LinkedIn (especially the Servant Leadership Group)
• Ning’s Servant Leadership Site

3.       Books: Naturally, reading books by thought leaders in your chosen field are a great source of information and guidance. There are too many favorites for me to list here.

4.       Audio: Generally speaking, I purchase the matching audio version of any book I like. This enables me to “freshen up”  up on some of my favorite content, This is particularly useful given a long commute and / or when something comes up and I remember, “that one author had a great point on this… let me find that again.” Alternatively, podcasts and many other audio formats are excellent for those who travel or during exercise.

5.       Search: Of course, there will be occasions when something comes up and you do not recall a reference to the challenge from your existing team of virtual mentors. When that happens, it may be time to expand your board of virtual advisors. Start with an online search and you may find an advisor focused on that particular niche.

So why aren’t you being mentored by these or other leading experts? Perhaps you are now – great! If not, I strongly encourage you and your teams to pick up some of these tips and start receiving advice and mentoring from the best in the field. It may be one-way, but in the end, one-way mentoring from the best and brightest is better than no mentoring from them at all.

Question: Do you have one or more virtual mentors? Who do you get your guidance and advice from and how?

Recently published, “Business Driven PMO Setup, Practical Insights, Techniques and Case Examples for Ensuring Success”, written by Mark Price Perry, includes a chapter on the Project Management Office (PMO) as servant leaders. As Senior Vice President of Operations at BOT International, host of The PMO Podcast and a regular contributor to Gantthead.com, Perry has a wealth of hands-on experience and a keen awareness for Project Management work “in the real world”. In addition, his servant leader values were apparent not only in the book’s content, but in his approach to it’s creation as well. With 20 contributors, Mark was certain to balance his own insights with the experience and opinions of other practitioners. In fact, I was honored to be included as a contributor to the chapter on Servant Leadership.

In the chapter entitled, “Project Management Leadership: Servant-Leader vs. Subject Matter Expert”, Perry introduces the concept of servant leadership for project managers. In addition, the author presents servant leadership for the PMO in the framework of the 10 servant leadership characteristices defined by Larry Spears (Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the Growth of People and Building Community). In addition, contributor Jennifer Arndt, PMO Manager for the American Chemical Society, wrote about Situational Leadership for project managers while Michelle LaBrosse, Founder and CEO of Cheetah Learning, wrote about How to Get What You Want.

In my contribution, entitled, “Servant Leadership for the IT Project Manager”, I explain why the project manager is best positioned in the organization to execute and / or change leadership culture in an organization, given their multiple cross-functional touchpoints. In addition, I explained that Project Managers need to look at the Complete Return On Investment (CROI) for a project, not simply the tradditional, financial perspective. In addition to the standard financial ROI, the Complete Project ROI encompasses values such as new skills obtained by the project team, team building outcomes, education of stakeholders and enhanced morale. Finally, this contribution also addressed the concerns project managers face in the times of a crisis or turnaround and how we, as servant leaders, should respond.

Mark has done an outstanding job in creating a book every Project Manager should have on their shelf and he is receiving excellent reviews as a result. The feedback implies “Mission Accomplished” for Perry as he delivered the no-nonsense, real world actionable insights that seem lacking in today’s Project Management literature and guides. I encourage you to pick up a copy (no, I do not receive a commision).

Table of Contents:
Chapter 1: Mission, Goals and Objectives — Business Driven vs. Theory Driven
Chapter 2: Organization — Constituent Oriented vs. Inwardly Focused
Chapter 3: Managing Projects — Think Process, Not Methodology
Chapter 4: Managing the PMO — Embracing Flexibility vs. Mandating Conformance
Chapter 5: PMO Tools — Establishing a PMO Architecture vs. Implementing a Tool
Chapter 6: Executive Reporting — Keeping It Simple
Chapter 7: PMO Leadership — MBWA 2.0 vs. The Meeting Manager
Chapter 8: Project Management Leadership — Servant Leader vs. Subject Matter Expert
Chapter 9: Creating High Performance Teams
Chapter 10: Establishing a PMO — A Practical Roadmap
Chapter 11: Line of Business PMOs — The Ubiquitous Nature of Project Management
Chapter 12: Advancing Organizational Project Management — From Theory to Practice
Chapter 13: PMO Passion — Where does it come from?