February 6, 2026
Volume 04 - Issue 05
This week I’m loving
This week’s love is headed toward a zone that isn’t that typical but since many generalist PMs are working in smaller businesses or startup environments I’m betting that you’ve encountered this at least once.
GTM (Go-To-Market).
And more specifically, GTM that isn’t working.
Krista Mollion, published an excellent overview of GTM and also covers some really common anti-patterns you’ll see in early efforts. If you’re in a startup environment, I highly recommend the read!
From the Practice
This week we are going to talk about something that is difficult for all project managers.
A deliberate pause.
In today’s workplaces it can often feel like the pressure to move faster is constant. But this week’s PM Global Career Compass reminds us that this can often mean we are mistaking speed for effectiveness. One of the most valuable skills you can cultivate is knowing when to pause.
This is sometimes also known as: “strategic patience”.
The problem is that speed without judgement creates rework, frustration and loss of trust. Projects don’t fail because decisions are slow; they fail because decisions are premature.
Slowing the pace down can improve the quality of decision-making; create space for alignment; and increase the value of the project’s outcomes.
It also creates an important space for project managers to tap into their strategic thinking skills. Maybe the answer is in the big picture if you take time to zoom out. Maybe with time to think you can create value you couldn’t see before. Maybe you need time to dig into the details or play around with the sequence of things to adapt the schedule. Maybe the team needs time to discuss substitutes and alternatives to find the best course of action. Maybe there’s an opportunity that you almost rushed by because of the stress. In all these situations, pausing, is powerful.
A strategic pause will have a few hallmarks:
Momentum is maintained.
Communication is clear.
Credibility is earned with stakeholders.
Urgency is imposed, not genuine.
…strategic patience is a competitive advantage. Knowing when to pause, clarify and wait is as important as knowing when to act. Project managers who develop this skill make better decisions, build stronger trust and reduce avoidable rework. In 2026, progress will belong not to the fastest movers, but to the most thoughtful ones.
An interesting read
This week’s interesting read comes to us from Mike Fisher who hits a home run with a practical discussion of the challenges of speed from the organizational perspective.
Interestingly, he picks rugby as the metaphor in the article.
I really want you to read the article so I’m not going to summarize it here. But the essence is:
…you don’t play fast by telling people to move faster, you earn speed by building the conditions that allow it.
Notice the use of the word “allow”.
We often think of conditions as constraints - guardrails that produce or contain an outcome.
But this subtle cue reminds us that the highest performance environments are permissive, not contained.
If you want your team to go fast, here’s the lessons:
Unglamorous effort comes first. Speed is earned.
Ruthless focus is required.
Create shared intent and action will follow instinctively.
Prepare, so that adaptation is inevitable.
Eliminate the fear of making mistakes.
…speed is never a single attribute. It’s the byproduct of fundamentals done well, together, under pressure. Teams that try to shortcut that reality might look exciting for a few moments, but they don’t last.
A tip
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If you’ve dreamed of visiting the Dubai World Trade Centre, this is your chance!
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A lesson
There’s a lot of talk these days about understanding EQ (emotional quotient), also known as “emotional intelligence”. But what do we really know about EQ?
Dr. David Burkus provides us with this week’s lesson on what many leaders get wrong on the topic.
Emotional intelligence has four dimensions:
Self-awareness
Self-regulation
Social awareness
Relationship management
But this isn’t just about people getting along with each other.
…emotional intelligence is about recognizing the emotions on your team—and using that recognition to lead more effectively.
Because emotions are a driver of behavior. Ignoring emotions is failing to engage one of the most powerful levers for team performance.
In fact, for teams dealing with low self-awareness, performance can be cut in half.
How can you use this powerful lever to your advantage?
Be intentional with your own emotions. Ask yourself “How do I want my emotions to affect my team?” Plan how you’ll show up to fulfill that.
Listen for what people don’t say. Empathy and honesty will create space for focus and engagement.
Reinforce trust with signals that indicate to your team that they are being heard. Nod your head, make eye contact, paraphrase their statements to confirm understanding.
Emotional intelligence isn’t just something you learn. It’s something you practice. Every meeting. Every decision. Every day.