Networking Is for Introverts, Too


Networking is for everyone, says Chris Colbert, managing director of the Harvard Innovation Labs—and that includes introverts and the ferociously shy. Introverts, he says, need to look past the momentary discomfort or awkwardness of meeting new people, and focus on the benefits that networking will bring to their careers and personal lives. In the end, he says, it all boils down to a single word: "courage."
For a complete listing of MindEdge’s course offerings on networking and other career skills, click here.


Copyright © 2018 MindEdge, Inc.

Emotional Intelligence in the Workplace

Learning how to “act like a grownup” on the job

By Frank Connolly
Senior Editor, MindEdge Learning
In the olden days, when dinosaurs roamed the earth and I was fresh out of college, people didn’t talk about “emotional intelligence in the workplace.” What we talked about, instead, was the need to “act like a grownup.” But looking back, it seems that we were all talking about the same thing.
In 1990, the academics Peter Salovey and John D. Mayer defined Emotional Intelligence, or EI, as the “ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions.” Five years later, science journalist Daniel Goleman popularized the term in his 1995 book, Emotional Intelligence: Why It Can Matter More Than IQ, and in the years since EI has become a favorite topic for management gurus and HR mavens. But what does it mean for the average employee?
In his book and in subsequent writings, Goleman defined five key elements of emotional intelligence:
emotional intelligence
To be honest, all five of these “EI competencies” fit my definition of “acting like a grownup,” but Goleman argues that there’s more to them than that. In an influential 1998 article in the Harvard Business Review, Goleman posited an explicit link between high EI and success in business—specifically, success in leadership roles.
But EI is not just for leaders. In a highly publicized 2011 survey of 2,600 hiring managers and HR professionals, 71 percent said they value EI more than IQ—and fully 75 percent said they would promote a high-EI candidate over one with a high IQ but low EI. As author and educational consultant Kendra Cherry writes, “If you want to succeed in the workplace and move up the career ladder, emotional intelligence is critical to your success.”
Why? EI is valuable in the workplace for many different reasons, but arguably the most important boils down to a single word: teamwork. People with high emotional intelligence—people who can control their own emotions, people with social skills such as listening and being respectful of others, people who can empathize with their coworkers—are, almost by definition, going to be better team players than those who lack these skills. And team players are more likely to be recognized and promoted by management.
Advocates also argue that workers with high emotional intelligence are better able to cope with workplace stress, and address workplace conflicts, than those with lower EI. Those attributes are obviously valuable traits in a worker, and even more valuable in a leader—which is why Goleman and many management consultants consider EI to be a vital leadership skill.
Unlike IQ, an inborn attribute that is mainly a function of genetics, EI is something that can be taught. Many schools districts across the country have embraced an approach known as social-emotional learning, which seeks to instill the basic elements of EI in schoolchildren. And courses in emotional intelligence have become an integral part of many management and leadership development programs (including those offered by MindEdge).
Of course, not everyone has jumped on the EI bandwagon. Critics point out that the tests designed to measure EI are not very scientific and can easily be gamed; at the same time, it’s fairly obvious that emotional intelligence didn’t have much to do with the success of legendary business martinets such as Steve Jobs or Jack Welch or, for that matter, Donald Trump. And John Mayer, who along with Peter Salovey wrote the first scholarly article on EI, has derided the approach taken by Goleman and his followers as mere “pop psychology.”
For all of this criticism, though, corporate America’s embrace of EI is not going to end any time soon. If you’re interested in climbing the corporate ladder, you’re going to have to take stock of your own emotional intelligence, and find ways to enhance it.
Or at least learn how to act like a grownup.
For a complete listing of MindEdge’s course offerings on emotional intelligence and other management skills, click here.


Copyright © 2018 MindEdge, Inc.

Why Professional Development?

Because it helps employees – and the bottom line

By Jennifer Conroy
Senior Editor, MindEdge Learning
Professional development is a win-win opportunity for both companies and their employees. Numerous studies show that workers value training and career development as a company-provided perk, while employers reap the benefits of increased job satisfaction and productivity. But only 50 percent of working Americans say that their employers provide career development opportunities that meet their needs, according to the 2017 Job Skills Training and Career Development Survey conducted by the American Psychological Association.
Why should more organizations prioritize job training and career development programs for their employees? Here are four good reasons:
four reasons to prioritize professional development

  1. Increased Employee Satisfaction. Employers are always on the lookout for ways to improve satisfaction among their workers. While promotions, raises, and company-sponsored social events are generally well-received, research shows that professional development is also a highly desirable workplace benefit. According to Clear Company, a talent management organization, 76 percent of employees want opportunities for career growth, and 68 percent of workers identify training and development as the workplace policy that’s most important to them.
  2. Increased Employee Retention. High employee turnover rates are not only headaches for managers; they also reflect poorly on an organization’s reputation. Keeping employees for the long term should be a top goal for all organizations, and workers are more likely to stick around when they are given the proper training and are supported in their efforts to expand their skill sets. By offering career development programs, companies also open up opportunities to fill future job openings from within the organization.
  3. Increased Employee Engagement and Productivity. When employees lose their passion for their work, the morale and productivity of the entire company can suffer. Professional development opportunities can give employees confidence and drive, making them more engaged and productive. And according Pinnacle Development Group, a leading HR and business development consulting firm, companies that have engaged employees outperform those that don’t by more than 200 percent.
  4. Increased Company Profitability and Stability. Professional development can be a costly investment (U.S. companies spent more than $70 billion on corporate training in 2016), but it is a necessity in this rapidly changing technological landscape. According to the American Society for Training and Development (ASTD), companies that provide employees with comprehensive training have 218 percent higher income per employee than those that do not provide training. By prioritizing training and development programs, companies can stay ahead of the curve and secure a place at the top of their industries.
    For a complete listing of MindEdge’s course offerings related to professional development, click here.


    Copyright © 2018 MindEdge, Inc.

Effective Meetings Need to Focus on Outcomes


The ability to run an effective meeting is an important skill for any project manager—but these days, it seems more and more like a lost art. Management consultant Johanna Rothman has some sage advice: Make sure you have a detailed agenda. Focus on outcomes. Prioritize decisions over discussion. And make sure you’ve got the HiPPO in the room!
For a complete listing of MindEdge’s course offerings on Project Management, click here.
For a complete listing of MindEdge’s course offerings on Agile, click here.


Copyright © 2018 MindEdge, Inc.

Why Do Commas Matter?

They’re little things that mean a lot

By Tricia Goodwin
Senior Editor, MindEdge Learning
it's time to eat grandma vs. it's time to eat, grandma

Have you seen the hilarious comma-error memes floating around social media? The ones where you forget to include a comma in a sentence—so instead of “it’s time to eat, grandma,” you get “it’s time to eat grandma”? In another, forgetting commas turns the list “Jane enjoys cooking, her family, and her dog,” into “Jane enjoys cooking her family and her dog.” Cannibalism humor aside, memes like this get to the heart of an important point: Commas DO matter.

What is a comma? What is it not?

Simply put, a comma is a type of punctuation that shows a separation or relationship between words in a sentence.

It is a common misconception that a comma occurs where one would naturally “take a breath” while speaking the phrases in the sentences. A comma’s job is more formal than that; because it is their job to show relationships between the ideas in a sentence, commas need to be used properly in order to communicate ideas clearly (remember: you don’t want to eat grandma for dinner!).

How do you use it?

So how and why do you use a comma? Below, you’ll see a few different real-world scenarios where using a comma improves the clarity of the sentence:

  • Use a comma in a direct address.

    In a work email, you want to call out one person among several who are included on a message or post. Doing so is called a direct address. With a direct address, you can either include a comma after the person’s name or include a comma before the person’s name. “Thank you all so much for your hard work on this project. Dreena, can you come by my office and drop off the report?” OR “Thank you all so much for your hard work on this project. Can you come by my office and drop off the report, Dreena?” Using a comma with Dreena’s name shows the readers that you are addressing the second sentence directly to her.

  • Use a comma after each item on a list.

    Commas are used to separate three or more items listed in a sentence and should be placed after each list item. Including a comma after each item on a list helps clarify the sentence. For example: “the meeting was attended by the two vice presidents, Henrietta and Geno.” Does this mean that two or four people attended the meeting? Clarifying the list with commas helps answer this question: “The meeting was attended by the two vice presidents, Henrietta, and Geno.” Now we know that four people attended the meeting.

  • Use a comma when you want to improve your sentence clarity.

    Marco is writing an email to his boss, and he wants to discuss his goals for that week. He writes,

    “Once I get the LOA out I want to find five new leads and I plan to draft an email template for prospective clients. After that my goal is to follow up on my leads from last week but not before I place two phone calls with clients who need some additional assistance.”

    As you can see, these two sentences are a mouthful! Let’s break them down into related ideas or chunks:

    1. Once I get the LOA out
    2. I want to find five new leads
    3. I plan to draft an email template for prospective client
    4. After that
    5. my goal is to follow up on my leads from last week
    6. but not before I place two phone calls with clients who need some additional assistance

    Which of these ideas stand on their own as a complete sentence? If you said 2, 3, and 5, you are correct! These three phrases include a subject (who’s doing something) and a verb (the something they are doing), the basic requirements for a complete sentence. The remaining phrases—1, 4, and 6—cannot stand on their own as complete sentences.

    What does this tell us? It tells us that we need to clearly connect 1, 4, and 6 to phrases that DO create a complete sentence (2, 3, and 5). How? With commas!

    “Once I get the LOA out” is connected to “I want to find five new leads.” We connect them by placing a comma AFTER the dependent part (1) and before the complete sentence part (2). “Once I get the LOA out, I want to find five new leads.” Now we know the relationship between these two parts: The first part will be done first, and the second part will be done second but ONLY after the first part is done.

    “After that” is connected to “my goal is to follow up on my leads from last week.” We connect them by placing a comma AFTER the dependent part (3) and before the complete sentence part (4). “After that, my goal is to follow up on my leads from last week.” Now we know the relationship between these two parts: After he completes the previous parts, he will tackle this next part.

    “My goal is to follow up on my leads from last week” is connected to “but not before I place two phone calls with clients who need some additional assistance.” In this example, the first part (5) is a complete sentence while the second part (6) is not. To join these two parts, add a comma before the “but,” the part that shows us the relationship between the two parts. “My goal is to follow up on my leads from last week, but not before I place two phone calls with clients who need some additional assistance.” “But not” and its comma tell us something; now we know that he plans on doing the second part first and the first part second. Thanks, comma, for clarifying!

As you can see, correct comma use is not random, nor is it designed to torture us unnecessarily. There are real, practical reasons for clarifying a sentence through comma use.

For a complete listing of MindEdge’s course offerings on business communications skills, click here.


Copyright © 2018 MindEdge, Inc.

Tips for Writing Smart, Professional Emails

Be courteous, be careful, and think about what you’re trying to say

By Jennifer Conroy
Senior Editor, MindEdge Learning
Since it first became the preferred method of business communication, email has stood the test of time: it remains a convenient, efficient, inexpensive, and effective way to relay information to your professional contacts. But the many benefits of email go hand-in-hand with some real disadvantages.
Because emails are sent and received instantly, there is no turning back once you push the “Send” button. Misinformation, typos, and carelessly composed statements cannot be retracted. Urgent messages can get lost in an overly cluttered inbox. And even the most skilled writers’ messages are open to misinterpretation.
Here are seven simple tips for writing smart, professional emails that deliver the right message to the right audience.
seven tips for writing smart, professional emails
Tip #1: Think before you write
Before composing an email or responding to a message, think carefully about the importance and urgency of your message, as well as your emotional state. Do you have all the necessary facts and details that you need to make your point(s)? If not, gather all the information you need first. Does your message contain urgent or sensitive information? If so, consider whether a phone call or in-person meeting would be more appropriate. Are you feeling unsettled or overly emotional? If so, perhaps you should wait until you are ready and able to respond dispassionately.
Tip #2: Remember the human factor
In many cases, in-person communication (or a phone call, if you are dealing with a remote contact) is more appropriate than an electronic message. If the subject you hope to discuss might elicit an emotional response, remember that you cannot soften an email message with body language. In general, emails are viewed as impersonal, soyou should only use them for formal and neutral situations.
Tip #3: Be mindful of tone
Because workplace emails are typically brief, they leave a lot of room for misinterpretation. For instance, an email that only contains the question “When will you be finished with your report?” could be interpreted as both a casual inquiry as well as an angry demand. Consider adding some surrounding language that can help the recipient better understand the context of your message. Avoid making jokes or using slang that could easily be misconstrued as offensive or unsavory.
Tip #4: Choose your recipients wisely
When composing an original email, use discretion when using the “CC” (or “carbon copy”) and “BCC” (blind carbon copy) fields. Remember that only the addresses listed in the “BCC” field will be invisible to the whole recipient list. And when replying to an email, consider carefully whether you should reply to the sender only or “reply all.” You can also create a new email chain if you are worried about information landing in the wrong hands.
Tip #5: Write the body of the message first
We have all experienced the anxiety that arises when you accidentally send an email before it was ready to be sent. One simple way to avoid this mistake is by filling in the “To” line last, after the email has been fully composed. This gives you a chance to proofread your message and avoid sending it out prematurely.
Tip #6: Be courteous
Good manners never go out of style, and your business emails should be polite and strike the right balance between formality and friendliness. Emails addressed to your superiors or formal business contacts should begin with a proper salutation (e.g. “Dear Mr. Jones” or “Good Morning!”) and conclude with a simple “thank you” and a request for any follow-up communication.
Tip #7: Proofread your message
While “textspeak” has taken over the instant messaging realm, it is still considered unprofessional and inappropriate for use in business emails. Write in complete sentences, keep formatting simple, use a spelling and grammar check tool, and reread your message before clicking the “Send” button. Remember that you are a representative of your company when using your business email account, and the quality of your language use is a reflection of your professionalism.
For a complete listing of MindEdge’s course offerings on writing effective emails and other business communications skills, click here.


Copyright © 2018 MindEdge, Inc.

What to Look for in the Next Generation of Nonprofit Leaders

Changing times require different skill sets

By Frank Connolly
Senior editor, MindEdge Learning
The storm has been building for years. Now it’s hitting with full force.
The storm currently battering the nonprofit sector is a generational one. Leaders of the nation’s 1.6 million nonprofits are old (the median age for mid- and upper-level nonprofit manager is 52, according to a 2018 nonprofit leadership survey), and getting older. And like a lot of Baby Boomers and older Gen-Xers, they’re ready to retire.
A 2011 study found that 67 percent of nonprofit managers and leaders were planning to retire within the next several years—in other words, right about now. And the Bridgestone Group estimates that this generational storm is forcing the nonprofit sector to replace almost 80,000 new senior level managers and leaders every year.
And where will we find all those replacements? Step right up, millennials!
Image with the text now hiring overlayed.
As the largest generation in the U.S. labor force, millennials already have outsize influence on the American economy. But they, as a group, seem to be an especially good fit for the nonprofit sector. As the National Council of Nonprofits’ Tiffany Gourley points out, millennials share four traits that align well with the nonprofit world view:

  • A desire to give back and make a difference to society
  • A preference for flexible working arrangements
  • An interest in career stability
  • An aversion to political labels and partisanship

If, as Gourley argues, millennials and nonprofits are a match made in heaven, then it’s tempting to assume that millennials will move effortlessly into the many nonprofit leadership positions that opening up these days. But that assumption doesn’t quite match the reality.
Running a nonprofit is hard work, and it’s getting harder. A generation ago, many nonprofit leaders could rely on fundraising skill and good connections to get the job done. But in today’s rapidly changing digital economy, that’s not nearly good enough. Today’s nonprofit leaders need a deep and diverse skill set that incorporates both hard and soft skills— a blend of technical, measurable aptitude with less tangible, interpersonal abilities.
MindEdge’s Nonprofit Management Council has identified seven areas that should be found in every nonprofit leader’s tool kit:

  • Traditional management and business skills, to help keep the lights on while successfully hiring and retaining staff
  • Relationship-building and communication, to forge strong relationships with donors, foundations, government officials, and other nonprofits
  • Collegiality, to instill trust among peers and develop open and honest work relationships with staff
  • The ability to multitask, which is especially important at smaller nonprofits, where the ability to be a jack-of-all-trades is essential to success

  • Fundraising basics, including traditional, direct mail, social media, and Web-based fundraising, as well as grant writing
  • Technological savvy, especially with regard to fundraising, donor communications, marketing, and branding
  • Strategic thinking, to help leaders see the forest for the trees, and navigate safely through times of change

Not that many people can bring every one of these critical leadership skills to the table. But there are ways for younger professionals to augment their skill sets: classroom-based education and training, online learning programs geared towards working professionals, and continuing education courses can all help millennials (and even their older colleagues) keep up with the most in-demand skills.
In the long run, the best leaders will be those with the most diverse and balanced skill sets. They are the ones who will help the nonprofit sector weather today’s generational storm, and set a true course for the next 20 years.
For a complete listing of MindEdge’s course offerings on Nonprofit Management, click here.


Copyright © 2018 MindEdge, Inc.

Interviewing: Just Another Skill to Learn After Graduation

Be Prepared, and Ask Good Questions


By Sandy Slager
Chief Operating Officer, MindEdge Learning
It’s graduation season: happy times for many hard-working young adults. And after the party ends and the sun comes up on late May—if you haven’t done it already—it’s time to land yourself a job. With your résumé displaying your newly minted degree, you’re ready to take on the job market. But do you have the interviewing skills you’ll need to stand out from your fellow candidates? Here are six fundamental tips for setting yourself apart as a job candidate.
Man getting ready to interview for job.

1. Prepare

You shouldn’t show up to any interview without having done your due diligence on the company, its products, its competitors, and its history. Most of this information can usually be found on the company’s website. But by also connecting on social media, looking at consumer reviews, and checking LinkedIn for any connections at the company, you just might be going a step beyond your fellow candidates.

2. Overdress

You may be thinking, “I’m applying for a creative job or a technical role, why would I dress up?” And the answer is: because you are trying to impress. They don’t know you, they don’t know how competent you are, and they probably don’t care how cool you are. So, bite the bullet, buy a suit (or at least a professional-looking outfit) and show up clean, well-groomed, and overdressed.

3. Don’t get too comfortable, but be enthusiastic

Your interviewer wants you to be comfortable, but not too comfortable. Even if the environment is welcoming and friendly, err on the side of professionalism. Don’t help yourself to the candy dish. Don’t interrupt the interviewer like you’re gabbing with your best pal. BUT by all means, be enthusiastic. Show your passion for the field and for the tasks at hand. The interviewer wants reassurance that you’ll show up to work happy and ready to self-start.

4. Ask well thought-out questions

Going into any interview, you should be ready for the question, “Do you have any questions?” And there’s no reason your questions can’t be prepared in advance. During your “Prepare” phase, write down at least five questions that show you’ve done your homework. And try to avoid what-can-you-do-for-me? questions like, “What kind of benefits are offered?” or “Can I telecommute?” Instead, focus on the role. Question the methodologies, the culture, the reporting structure. Set yourself apart by engaging in a discussion.

5. Prepare answers to basic questions

It doesn’t hurt to prepare answers to the following basic questions:

  1. Tell me about yourself.

    Although not a question, this may indicate that the interviewer hasn’t read, or doesn’t recall, your résumé. Prepare a succinct answer that hits the mountain tops. Tell the story of your professional growth through time, but remember that you’ll have opportunity to elaborate later—so don’t overdo it.

  2. What made you want to apply to this position?

    This circles back to your Prepare phase. It’s an opportunity to paint the picture of how this position aligns with your skill set.

  3. What’s your biggest weakness?

    Saying you don’t have any weaknesses is a no-no. You can spin a strength into a weakness, for instance: “I’m very detail-oriented and sometimes I can allow the perfect to be the enemy of the good. I need deadlines to keep myself from falling behind.” Or you can actually pinpoint a weakness and back it up with something you’re doing to correct it, for instance, “I feel my experience is thin on search engine optimization, and actually, because of that weakness, I’ve enrolled in a course to build up that competency.”

  4. Why are you looking for a new job?

    Do not talk trash in an interview. Interviewers don’t want to have to picture you sitting with your next hiring manager, talking trash about them. If you’re looking for a job because your last company was a disaster, devise a gentler way to explain this. For instance: “I’m looking for a new job because I felt my values were no longer aligned with those of my management team.” Or: “I felt I wasn’t being given the resources to succeed.”

6. Follow-up

In the experience of this hiring manager, most job applicants do not send a follow-up note—but those who do certainly stand out. Be sure to collect business cards for any staff persons you meet during the interview, and write notes to each person to thank them for their time. Personalize the note by mentioning something from your conversation. Lastly, reiterate your enthusiasm and the alignment of your skill set to the requirements of the position.

Remember, any interview is an opportunity to hone your interview skills. You should take all interviews seriously, even if you’re not sure you’d accept the job. You’ve graduated, you’re armed with your degree, and maybe you’ve even got some experience; interviewing is just another skill you need to develop. Your résumé won’t speak for itself, so speak efficiently and effectively on its behalf with excellent interviewing skills.
To check out MindEdge’s courses on career building, click here.


Copyright © 2018 MindEdge, Inc.

The Four IT Issues Managers Need to Face

Skills, Security Top the List of Concerns

By Marco Martinez
Editor, MindEdge Learning
Rapid changes in technology are constantly making headlines—and they’re also making headaches for IT departments and company managers alike. Today’s managers face an increasing scarcity of trained personnel, a rise in security breaches, and a host of other IT problems, all competing for their attention. And doing nothing is definitely not an option: IT is no longer just a business enabler, it is a critical business driver, and businesses ignore the shifting IT landscape at their own peril.
Here are the top four IT issues with which managers must contend, if they hope to keep their companies competitive:
the four it issues managers must face
Training and the skills gap. The high rate of technological change has resulted in a workforce that lacks some critical IT skills. According to a 2017 report by CompTIA, the computer technology trade association, there’s a critical and widening skills gap that threatens worker productivity, customer service, and, ultimately, company profitability. Predictably, the biggest gaps are in some of the hottest emerging technologies, including cloud infrastructure and applications, automation and AI, and the Internet of things. To help close the skills gap, companies need to step up their ongoing training programs. Organizations that actively seek out training for their workers will win in the long run: up-to-date skills training provides a tangible incentive for workers to stay with the company, and those skilled workers will end up contributing more to the organization.
Hacking and security breaches. If 2017 seemed, at times, like the Year of the Hacker, 2018 has been no better. In an increasingly connected world—with more personal and corporate information than ever now available online—and with hackers taking advantage of ever more sophisticated techniques and scams—cyber security threats will only continue to grow. And that’s a nightmare scenario for most managers: these days, the value of information far exceeds the value of physical assets for most organizations. Safeguarding that information is an urgent priority, which means that security cannot take a back seat to network performance, as it often did in the past. Ongoing security training for all employees is essential in fostering an organization-wide security mindset. And security training also needs to be coupled with regular assessments that can evaluate the effectiveness of the company’s security program.
Budget cuts. IT departments are constantly being squeezed to deliver, even as many of them are watching their budgets decline. In this environment, managers need to be more strategic about their budgeting decisions. And they should recognize that knowing which solutions to spend money on—and which ones are not worth the investment—may require getting some outside help. Reputable consultants can help in evaluating new IT solutions and prioritizing the ones that can best further the company’s business goals. Consultants cost money, of course. But working with firms that have a track record of implementing new technologies—that is, technologies that can help grow the business—may well prove to be cost-effective in the long run.
The innovation culture. Creativity, when applied properly, will set an organization apart from its competitors. It can also strengthen the company internally when employees are encouraged to share their ideas about improving business and IT processes. That’s why it is vital that managers strive to create a workplace culture that fosters innovation, communication, and teamwork. Collaboration between teams and departments helps eliminate information silos, encouraging better communication. And an organization that rewards innovation will likely retain top talent and spur greater productivity as a result.
This is not an exhaustive list; there are plenty of other IT issues lurking just over the horizon, as well. And, like the ones on this list, they may require making tough decisions and sometimes difficult changes. But coping with change and making tough decisions is what being a manager is all about. Just remember, you don’t have to go it alone: when in doubt, don’t be afraid to ask around for some expert opinions. The more information you have, the better the IT decisions you will make.
For a complete listing of MindEdge’s course offerings on cyber security and CISSP®, click here.


Copyright © 2018 MindEdge, Inc.

Emotional Intelligence Is a Critical Asset for Project Managers


Emotional intelligence is a two-part skill, says Megan Marini, co-founder of Boston Business Women: it’s the ability to work well with others, as well as the ability to manage one’s own emotions. And both of those abilities are important for project managers, who must manage not just the performance of their teams, but the expectations and demands of their superiors, as well. “You have to manage up, and you have to manage your team and make sure everybody’s happy,” she says. “You have to understand the dynamics of everybody else, and of course the company culture at large.”
For a complete listing of MindEdge’s course offerings on project management, click here.


Copyright © 2018 MindEdge, Inc.