Fierce Project Management

Fierce PM – The Blog

Ah July 2020. A full year on into Fierce Project Management! Of course 2020 hasn’t been the 2020 I planned, and lockdown (and life after official lockdown) has taken it’s toll with a toddler at home and our usual support network, childcare and nursery having vanished overnight. July for us has been when some of that has started to come back and it’s been a relief!

I am gearing up to an exciting Autumn, where I will be talking about the Fierce Way to creating a Brave New World at the PMO Impact Summit , a feature in Project Magazine and another exciting speaking announcement still to come! Not only this but I was asked to feature in a social media magazine, write a guest blog and guest on a podcast – all on topics related to women in project management as we emerge from lockdown and into a new world where gender equality has been shifted.

My face after an amazing interview for Project magazine!
My face after an epic interview with Project magazine

All of these opportunities have arisen from allybuilding and consistently amplifying my message – being clear on my ask, my mission and self-promotion, of celebrating my successes publically. This is the core of carving a career you actually want, and to be an effective change-maker in my view. I advocate these at the heart of Fierce Project Management – and this is what I work with my coaching clients and advocate in my communities.

It hasn’t happened overnight – this is a year in of consistently showing up with my message of empowering women in projects to be fierce, and talking my talk and walking my walk providing value to those in my world, sharing the vulnerabilities within my boundaries and getting comfortable to stretch into my fierce zone being courageously visible – and asking for what I want with allies who could support me.

I have also been able to ask allies who are experts in their field to provide sessions in our membership community for the fierce topics that matter (which the community have told me are important to them)- I have known Jonathon for 11 years and Mandy is my actual very best friend in real life, from since we were 16 years old. We’ve spoken about Customer Experience for Fierce Project Managers and Sexual Harassment – so we understand what our rights actually are and what constitutes as sexual harassment. I learnt alot from these sessions and I learn so much from our Fierce Project Managers in our Membership too.

We have a Fierce PM Bookclub, the incredibly fierce talk that really matters, and are an amazing support network. I am seeing Fierce Project Managers thrive, but also being able to support each other through the dips – being a change maker is hard and could be lonely without a network who has got your back.

I’m also working on my skills and invested in two new programmes to support my speaking and business and community growth. I get that investing in your own development is a big decision and I absolutely feel this. For me I decided it was the right step. This is alongside working towards my International Coaching Federation accreditation in coaching so I can better support my clients which has been a big cost and time investment – however I am absolutely seeing the benefits of serving my clients to be even more fierce even better. I absolutely recognise the commitment of investment in those who choose to work with me and it’s important to me that I am there for them honouring their investment so that they can level up.

Clients have had great coaching wins. Recently a VIP 1-2-1 client started her new role as a Assistant Director – she had reached her goals and was absolutely living the career she wanted, which was huge steps from when we first started working together!

We are officially half way through the summer round of the Fierce Project Management Mastermind and they have been doing some deep work on getting clear with what their ask is, their values and acknowledging their awesome. Wins have also been showing up more fiercely, amplifying their message online (moving from LinkedIn lurkers to showing up with a message to share), standing up for what it is important to them at work and even in personal life, communicating and asserting their worth, setting fierce boundaries and creating visions for the future they are actually excited about that is uniquely right for them.

A win from a Fierce Project Manager in the Summer round of Fierce PM Mastermind

I even updated my Vision Board alongside our fierce PMs who have been getting clear on their own ASK, This was a great reminder to me of the successes over the last year of how I am carving out the vision through my work and personally as well as focusing on what is really important to me going forward, I even added some really BIG and FIERCE dreams – which will be a big big stretch but I do believe I can create those realities!

An updated Vision Board

Personally my biggest win in July was completing the Samarathon! I walked 26.2 miles over the course of a month! Supported by a team of Fierce allies. We contributed to the £4k raised by my local branch of the Samaritans, where I have been a listening volunteer. This will be a phenomenal boost to the charity – and for me and my toddler it’s got us active and in the habit of near daily regular walks, which is a huge change from an entirely sedentary & hibernating June.

I’ve also been volunteering with Gravesend Gurdwara to deliver meals to the vulnerable through lockdown. This has made such a huge difference to some who have really needed it

I still haven’t been going ‘out out’ very much but with the easing of lockdown we have started seeing close family and that has massively helped with grandparents looking after my toddler, Kai, again – we have loved getting that connection and support back. Kai seems to have got a lot more sensible and grown up over lockdown – although not entirely! For the very first time in over 3 years Kai has even had sleepovers without us there! This is opening up the vision of more freedoms 🙂 and even a one day Fierce PM retreat which was suggested in the membership community – and ah yep I added it onto the vision board! So watch this space!

Of course it’s not been always easy – Things have also been stressful, difficult and exhausting through July, much to do with fatigue of life in a pandemic, quasi-lockdown, trying to work and family stresses – I even had a car accident and an argument with Just Eat about a cake that was not left at my doorstep! I’ve shared much of these and had some lovely support and fierce compassion directed at me, and that others related. #cakegate even sent me viral on LinkedIn!

A big lesson for me has been Fierce & Compassionate Boundaries. I ended a relationship with a community member who overstepped boundaries because she disagreed with a viewpoint I held. I know I put myself out there online so I understand people will disagree and we even have these fierce conversations to explore our views and healthily challenge each other out of group think – yet this particular I asked my membership community to sign up to fierce and compassionate boundaries so I can keep a genuinely safe space and they were ALL so supportive. We’ve all built deep connections and it was hard to lose someone who I valued yet this was what needed a big lesson for me.

Being an empath online has taken its toll in July 2020 with much more negativity and divisions being apparent and I am also putting in new fierce boundaries to allow me to still amplify my voice and connect with the things that benefit me but minimise the downsides of social media.

In other news -I wrote a poem in two parts! I have been more active in blogging and doing videos. I’ve offered a scholarship for a space on the Fierce PM Mastermind Autumn round through The Business of Healthcare scholarship. I’ve been told I’m Fierce regularly – and I’ve loved hearing it 🙂

Just a few months ago, I would say that even though my passion and gift was empowering women to embody their fierceness. That didn’t mean I am fierce myself, though I aspire to be, and that helps me to take stretch opportunities. I’ve told you about the pesky imposter syndrome before – but heck, I’m owning that fierceness now. Yes I am fierce! If you want more fierceness then sign up to my mailing list, and from August there will be more regular newsletters! There that is an August goal out already – plus I am working on something especially EXCITING!

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I was asked if I was a stay at home mum today.

Erm yes I suppose I am. Particularly as we’ve been in lockdown without any external support – I’ve been staying at home and I am a mum

I also have a business I’m running at the same time. I blooming hate the word mumpreneur though!

This is nothing against those who are stay at home mums, that is bloody hard job in my book, or those that are happily mumpreneurs. But personally that’s not what I choose. Though I suppose technically I am.

Work is a big part of my identity, and always has been. I’m ambitious.

I’m a mum and now that’s a big part of my identity and I do talk about my toddler alot. One of those mums! Ha. But its pretty all-consuming being a mum.

Being a mum, yeah it is pretty ace but also the fucking hardest job ever.

And oh housework and cooking – I feel like I am just not designed to ‘keep’ a house. I feel quite overwhelmed trying to do it all, cook, clean, tidy after a toddler – even to a bare minimum standard! I can enjoy parts of it at times with a podcast playing its pretty chill but the ‘space’ for that I struggle to find mostly. I’m probably on social media too much right?!

So I got a cleaner earlier this year for the first time. I have grown up with my mum doing it all and so has my husband (though he did help out at home) so it was actually a big decision outside our norm to get external help in. Ah it was the best thing ever. It wasn’t the magic bullet and I still wasn’t on top of things but it helped loads.

I also got a tonne of help from my mum and mum in law too! So much. From childcare to when they pop over they’ll start doing the dishes or something. And they would cook for us often too!

Lockdown has been particularly hard because all that *evaporated* along with nursery.

My husband was home more. He did do alot more, especially with our toddler. It was really hard at the beginning but their relationship has got much stronger. Over time, I could work more too. And I accepted times I had to work less. The house stuff we’ve muddled on. We’ve also argued along the way.

Some of that external help is coming back now and I’ve recently got some support in my business to take the pressure off 😅

But I’m still tired and behind and overwhelmed.

I recently read an article by Denise Duffield-Thomas (a successful entrepreneur and mum) – she shared she has a team of women who support her from cleaning, childminding to housekeeping so she is freed up to work on her business but also spend quality time with her kids, and ditch the mental load of keeping a house.

This sounds like the dream to me!

But til that dream is realised it’s hard, and it’s been harder in lockdown and it’s not done yet just because lockdown is easing!

For me personally, it actually means my husband is working out of the home more so that means another phase to adjust to. We’re also planning to get my three year-old back into nursery part time and potentially get some grandparents support again- but the risk balance is still a worry and it’s hard to know what to do for the best

Saying all of this, I know my lockdown story has been a bazillion times easier than other women because I have my own business where I have flexibility, and because my husband was often home and not working, and because I actually like being home (sometimes too much and it makes me a recluse).

A big part of my lockdown story has been showing up and being connected with other actual real life adult humans in my communities – the Fierce Project Management Tribe and I even created the Fierce Project Management Movement, our membership community, fuelled to create connection amidst the de-connection of the social distancing. It’s my superpower to hold safe spaces where we can have the real fierce talk and genuinely connect. I do much better holding space for those conversations then I do the housework- but the reality is THIS is also the fierce talk that needs to happen, because I’m not alone in this struggle. And I know so many have it harder right now.

It’s not just my story, one of the biggest challenges for gender equality especially in lockdown and post lockdown has been that the outsourcing of childcare and domestic responsibility suddenly evaporated. That’s led to more mental health challenges . It’s also led to women being sidelined, choosing to leave or reduce their work, or somehow struggling to do it all. It’s not the only root-cause to the backwards steps of gender inequality happening but its a big one.

This blog to say you are not alone. It’s fucking hard. You are amazing.

A Critical Conversation: Flexible Working – How to do it & How not to

Association for Project Management Women in Project Management SIG, in partnership with Fierce Project Management, Growth through Knowledge, University of Kent and Fastly held their first critical conversation event titled: Flexible Working, How to do it & How not to – for International Women’s Day 2020.

The event took place remotely to provide control for Coronavirus concerns, and is available to watch back below.

The Panel explores:
* How remote and flexible workking can work in practise, and the impact of the coronavirus as more people move to this way of working
* The challenges that can still exist when finding project work that is flexible
* Different experiences and examples of flexible working within project management
* Take away tips on how to make flexible working work for you and your projects

We missed the first few minutes on the recording which were introductions, and exploring how different companies were approaching remote working particularly in light of the coronavirus concerns.

About our Speakers:

Annie Maingard, University of Kent – I have worked in both academia and private industry and used the option to work flexibly in both. This has been around family caring requirements and also to allow for travel to and from work. I am now part time and have changed my arrangements several times to allow for work life balance. I am passionate about inclusivity within project management and academia, and work to share this encouragement into the industry.

Julien Maingard, Fastly – I work for Fastly, a US Bay-area Technology company and have done for 5 years since my eldest child was 6 months old. Introducing a long commute into a work/life balance made for a very big challenge and over the years I have increased my remote working to account for this. Looking back I wish I had pushed harder for more flexibility earlier on. I am now in a leadership position and I am reflecting this philosophy as much as I can towards the people joining my team today and would encourage everyone to accept the ideals of a “goal oriented work environment.”


Anita Phagura, Fierce Project Management – I have worked flexibly as a project manager for several years, instigated to create the allusive ‘work-life balance’ after experiencing a period of burnout and then later with different wants and needs after becoming a mum. This has ranged from compressed hours working, part time working and undertaking a job share – and I believe this has made me a more effective project manager. Through Fierce Project Management, I champion inclusivity within project management through working 121, in group programmes and with project businesses to empower women and underrepresented groups.

Nicole Reilly, Can Market – Nicole Reilly is the Principal Consultant for Growth Through Knowledge, and a director at CanMarket. She spent 12 years working with senior leaders, developing management information and business intelligence aimed at facilitating informed decision-making by both internal and external parties. Her wide-ranging business expertise was gained through alignment with sales, marketing, HR & finance functions – across Media & Publishing, Distribution & Logistics, Manufacturing and Financial Services industries. More recently, Nicole has focused on IT & business change-related consultancy, and was one of the first in Europe to achieve the IPMO-E certification with AIPMO.

Carry on the conversation:

The Fierce Project Management Tribe: www.facebook.com/groups/FiercePMTribe

Women In Project Management SIG Group on LinkedIN: https://www.linkedin.com/groups/2078790

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The experiences of 100 women in projects – Presented at the PMO Impact Summit

100 women in projects from all over the globe shared their experiences about their career.

A majority said they had faced challenges at work related to their gender or being part of a minority group – with key themes emerging – including not being heard or taken seriously.

I have recently presented some of the findings of this research at the PMO Impact Summit with a global audience.

This was such a great experience to amplify my own message and share these findings about the common themes emerging for challenges AND goals.

In the session I explored why not listening to women is bad for projects, what organisations can do to listen better, as well as some things women can do to amplify their message.

Laura and I also discussed the roles of both men and women in influencing the experiences for women in the profession – the good and the bad.

If you haven’t already seen my presentation you can sign up here.

I would love to hear what you think about the findings released so far! What resonated with you? Did anything surprise you?

Leave a comment below!

You can also join the conversation by joining our community Fierce Project Management Tribe on Facebook

I will be writing up the findings soon including more blog posts. So please sign up for updates by joining our mailing list

You can also contact me on the contact page of this website if you would like to work with me or explore how we can collaborate.

I have my own story being a woman in project management in a male dominated industry, most of my time in rail and construction – I was used to being the only woman in the room in a project meeting or at a social, but there were always women around me.

Then I got promoted, and started looking upwards even more. There were no longer women around me nor ahead of me.

I managed a team of women (I had never seen this before yet all male teams were the norm) – We earned a nickname, despite being exceptionally awesome. Sure it was in ‘jest’, but it still served to disparage even if that wasn’t the intention.

I earned labels for my leadership which made me question myself, until I reflected that those labels came with a gender bias. I experienced overt gender bias because I was a young women leading.

I do not mean to say I had an exceptionally hard story and I even had some experiences where my gender afforded me ‘opportunities’ – It came with more work but no more pay so make of it what you will!

The thing is every woman I knew in the profession, when the topic ventured to these discussion points, had a story about how gender shaped their experiences. Not the same story – sometimes similar and sometimes different, and sometimes A WHOLE LOT worse.

Over time, my ambition got knocked and I didn’t try as hard to be ambitious. I got pregnant too and my career kind of stalled. I still cared about my projects, and programmes. But I didn’t push myself to my capability – I was ready for a promotion YEARS before I even actively applied.

I was holding myself back if I am honest. But my observations of the culture, of how few women actually broke through, of how there was a boys club at the top despite the talk of diversity and inclusivity definitely contributed. There was still a glass ceiling. I didn’t think it was impossible but certainly exceptionally difficult to reach the upper echelons of management – so I put myself on pause, without even truly noticing.

I had time to reflect after my baby arrived – not straight away, whilst I was on maternity I was focused on nurturing a small human being and coping with Post Natal Depression – but after returning back to work, I decided to leave the company I had been at for 8 years.

I now OWNED my ambition – it was back in full force, funnily enough it was now that it came back when it would have been comfortable to settle – but I knew I wanted more. I also had to work out how this would work with my desire for maintaining flexibility (something I had actually had for several years, but was even more important to me now to achieve balance with family life.

I could have stayed and found the promotion and flexibility with time – there weren’t cast iron guarantees but I had a supportive boss who said I was capable and ready, and understood my needs. Yet I decided I wanted more.

So I ventured out into the wider project management world. I struggled with my values – I still wanted the flexibility but I WAS ambitious too. I was told by a few that these weren’t compatible – I would have to opt out of one to achieve the other.

I prioritised the flexibility and went out into the market place – applying for a couple of permanent roles and exploring contract opportunities. I followed through on this but it was not easy to find a non-standard working pattern within my industry. There were some companies who had great policies and followed through when I met for interviews but overall it was difficult – with a whole heap of biases during recruitment and within contract roles because I was not seeking ‘full-time’ work, and because I was a “young mum”.

Throughout that time an idea was forming at the back of my mind – that really I wanted my efforts to be supporting and championing women in the profession who were a bit like me in their experiences.

I finally stepped up to my mission in Summer 2019 – and its been an amazing rollercoaster since – affording me a way to be ambitious and have flexibility.

It started with a story – my story – I shared bits of it and it resonated. I wanted to know other women’s experiences too. So I asked. They answered. It grew momentum. I made some awesome connections and got fascinating answers. In fact I got 100 answers in total, so now I can tell the story of 100 women in project management.

100 collective voices matter. They tell a collection of stories about the rich experiences of these women within the profession – the challenges they have faced and their ambitions.

Fierce Project Management was created to empower these women to get their voice heard and be taken seriously, so they they can lead in a style that is Fierce and Authentic that suits them.

I am privileged to share these stories to raise awareness and effect change, and to use it to support women in the profession through my own work providing mentorship and leadership development. I am also building on this research in partnership with WiPM SIG of the APM to support the development of their strategy.

If you’ve been following me you will know I have launched my business Fierce Project Management, helping women in projects get their voices heard.

I have shared some of my own experiences as a project manager where I realised gender WAS relevant- I don’t do it for sympathy, and I do not think I have experienced a particularly unfair or bad time, but just that I have one story, my story, of how these issues affected me.

I don’t think my experiences happened because people I work with have been “anti-women” or intending to create barriers but from a whole heap of cultural, systemic and unconcious biases that make it harder for women and underrepresented groups overall.

I share my story because other women all have their own stories.

  • It starts a discussion
  • It raises awareness
  • It resonates with others who thought it was “just me”
  • It might just make some people rethink and reframe

And overall its not just women who are missing out, its the projects and businesses if you aren’t maximising our input- what a waste of talent.

I’ve just got a single story but I asked to hear the story of 100 women in the profession. Collectively our voices have power!

The Women in Projects survey reached its 100 women target and I will be sharing the findings with you here! You can also sign up to receive updates by joining the Fierce Project Management mailing list.

This time last year I had returned to work after maternity and was preparing for redundancy.

In the lead up to my return, I was just getting over Post Natal Depression – which for me meant overwhelm and avoidance. I was fine with baby but anything outside that bubble felt too big.

I avoided putting the laundry away, let alone making life decisions and preparing to return to work.

What had seemed like a mountain, had to be faced.

I HAD to go back to work and make decisions. My time had run out.

My worries about returning to work: would Kai be ok without me, would Kai get too spoilt with grandparents, would I be able to carry on breastfeeding and find somewhere to pump, could I handle it…

My worries about the big decision: should I take the redundancy, what role should I go for, should I push myself internally for a promotion, would I get flexibility if I left, if I don’t leave now would I just stay forever, should I stay because its comfortable and flexible…

I had a smooth transition back, thanks to a great boss – which I really needed to show me Kai and I were ready. I took the redundancy- at times I’ve questioned if it was the right decision, but it’s given me time and resource to go pursue my calling, launching Fierce Project Management.

Anita, Founder of Fierce Project Management

I am not BAME

I am not BAME

I’m Indian, Asian, British, Sikh, English, British- Asian (on a form) and I’m from Kent… but would never normally just say I am BAME, person of colour or certainly not an ethnic minority…

I read recently that ethnic minority in itself is a narrative we’ve been told. Its a fair point. Globally people of colour aren’t a minority. Here a better term is that we’re underrepresented

I do sometimes use BAME because it exists and I want to recognise the experiences beyond those that are white in the UK. Especially when I am talking about the experiences of women as race is relevant. And movements of feminism that miss difference fail us.

Interestingly enough when the wonderful Jemma Fairclough-Haynes shared insights from the Women and Work All Parlimentary Party Working Group, with the Fierce Project Management Movement – we spoke about the impact of COVID19 on working women, including BAME women… (in line with what the APPG spoke about), some people saw it as “what about white women” or that we were exclusively going to be talking about these underrepresented communities… that’s a useful conversation too but this was just *including*… (It was a fab fierce talk by the way of really important topics with so much work to be done for women AND women that are ‘BAME’ especially)

But BAME is lazy. Using it in the context of COVID, for example, masks that black, Pakistani and Bangledeshi communities are most at risk of death. And doesn’t tell us the why. There will be some commonalities but differences too.

It also allows the government and organisations to say they are doing ok when they have *some* ‘BAME’ representatives or can choose leads who aren’t black to actually lead on issues effecting black lives (for example).

Sometimes I do want to talk about shared experiences for “women of colour” but of course recognising its nuanced and my experiences aren’t the same as a black woman for example.

If we’re not white in the UK there is something shared though because we’re underrepresented . I thought maybe “not white” would be a better term a while ago – then I read “Why I’m Not Talking To White People About Race” and Reni Eddo-Lodge eloquently pointed out that we don’t want to be defined by something we are “not”. Absolute #truth and I realised that centred whiteness. (If you’ve not read it, DO make the time to – it’s a hugely enlightening read)

By the way, a recent survey (2020) by HR Data Hub showed in their sample- 70% of BAME employees had a salary at the bottom levels of less than £17k, whilst only 4% earned £50k or more. For women it is around 2%.

This paper also cites CIPD data from 2017 that shows that even though ‘BAME’ people represent 1/8th of the working population they only represent 1/16th of management positions. For women that will be less.

DATA matters and even better more nuanced data matters.

So it matters to keep understanding and advocating for people of colour, and women of colour recognising we have some shared experiences and shared challenges but that they are also very different. Stereotypes and biases effect us so differently. And we must advocate for the specifics too. Right now there is a real need to advocate for black lives.

(And yes in the context of Covid risks for Bangledeshi and Pakistani people too)

I’m searching for a better way to talk about that sembelence of shared experience being not white and then the intersection of being a woman in Britain – whilst not lumping us together and missing what makes our experiences still different.

Hmmm I’m pondering on it. What is the language? Do we even need it? 🤔

Fiercely Understanding our Menstural Cycle for Business and Project Success

The amazing guest expert Michelle Graham shared with Fierce Project Managers how we can better understand our menstrural cycle better and use this knowledge to improve our lives, including how we work!

Michelle, was a guest expert in the Fierce Project Management Movement and gave a brilliant explanation about how during our monthly cycle our energies ebbs and flow from the more masculine – where we tend to be more action-focused and comfortable with visibility – after we bleed, to the more feminine energies – where are more reserved and, creative – after we ovulate. Recognising that this will show up for each female differently.

Being fierce and authentic at work is embracing these two sides of ourselves – to be showing up and amplifying our message in a way that works for us, and to be vulnerable and open

Understanding how our energies ebb and flow, and how that may suit differing activities during our menstural cycle was eyeopening. This made so much sense yet it is not something we are generally taught or that we discuss.

Talking about periods and our menstural cycle beyond when we bleed, and when relevant are fertile, are about as far as it goes and generally these aren’t conversations we bring into work! Let alone how we plan our work.

And yet if we did have that understanding it would be a gamechanger – where possible we could plan our activities to ideally be at a match with our engeries, working with our menstural cycles rather than against them! So we could plan that highstakes client facing meeting or writing a report solo at the best times for us.

Being a project manager we won’t necessarily have all that freedom to plan our projects and workload iin the most ideal way for us – project deadlines, and stakeholders certainly wouldn’t always allow for that! Yet that awareness of when you are working against your ideal energies means you can make the provision to give yourself the appropriate self-care so you still thrive.

Having this understanding of ourselves, shows that we aren’t designed to always be “on on on” and that allowing for the ebbs and flows is important so we don’t burn ourselves out. That doesn’t mean we are less capable, motivated or effective at the job but allowing for our natural cycles where possible will allow us to flourish, thrive and be even more productive whilst maintaining our self-care.

Yet work, project work, is often designed with a male-centric lense, which doesn’t cater to the best work flows for us to flow! But what if, where possible, it did?! Not at the expense of project delivery but in order to be even more effective.

Having these conversations of when we are at our best may feel vulnerable and showing weakness but it is in our ebbs and flows that we actually find our different superpowers. Having these conversations with other women and people that mensturate, and where we’re able to with other allies would be hugely powerful to understand the ways in which we do our best work!

We first track our cycles and understand how the cyclical nature impacts us. A top tip from Michelle was to use a meaningful expressive word to describe each day, and over time spot patterns. For those women, who don’t have a cycle or a regular, such as peri- or post- menopause, she suggests using the cycles of the moon as a guide.

Michelle goes into this much deeper in our Masterclass, available exclusively for Fierce Project Management Movement Members.

Note: This article recognises that not all women bleed, and that transmen, non-binary and intersex people can have menstural cycles too. If you want to learn more about that check out this article.

You can follow Michelle and her work on Facebook and Instagram

What Fierce Project Managers said:

Such an amazing session, really insightful. Only once I started being a bit more conscious about how my cycle was impacting my productivity, my relationship and my own mental health did I realise what an impact it had. Michelle provided the explaination and science behind the why that has been missing. Such a great session!

I enjoyed this too. Really thought provoking. I am keeping a manual note of mood, achievements etc to see if their are patterns. As I am post menopausal, I will be interested to see if the moon does impact my emotions etc. Of course so many other things do, too, so it is going to be hard to identify true root causes, but interesting all the same. Another thing I wish I had understood years ago… ah well, better, later than never!

Super – loved watching this, thank you!!! Got myself a tracker last month and hoping to start seeing if there are any patterns moving forward that I can be more aware of

thank you for arranging this masterclass it was so interesting. I’m loving lockdown is giving me the opportunity and access to learn new things and bring more self-awareness. I will be keeping track of my mood to understand my phases and my transition points between masculine and feminine sectors

Tears of strength

I cried in the meeting.

It was my first week in a new contract.

Maybe I wouldn’t have cried that easily a few years earlier but I was fed up, frustrated and ANGRY. Not just for me but for OTHER women who have to go through such shit.

I was also more vulnerable now, as a mum returning to work – There was more at stake.

I already had an uphill struggle to find a role with some flex – that had been important to me well before having a child, but now even more so.

Now the role, where I had managed to secure this, had started I was told to “reassess my priorities”.

Even from those with good intentions, the starting point was I should change my arranged working pattern and childcare rather than ask a couple of team members if they minded moving an arbitary meeting… (They didn’t!)

I cried, not because I wasn’t strong, but because I WAS standing up for myself whilst being met with inflexibility, rigidity and stigma.

I was standing up for myself, and other women and men who want flexibility, who have caring responsibilities, who have potential that is wasted when they are pushed out of the workplace because of this shit.

I stand for flex for all, work-life, freedom
I stand for women (and all genders too!)

Have you experienced challenges with finding flexibility within project management?