apm people sig, leadership, david richardson, 12th feb 2015
TRANSCRIPT
Leadership
Definition
“Leadership is the ability to establish vision and direction, to
influence and align others towards a common purpose, and
to empower and inspire people to achieve success”
APM BoK 6th edition
What are we going to cover
The role of the PPM leader
Sharing experiences of leading and/or being led
Different leadership styles
Emotional Intelligence
Personal Resilience
Where’s the Challenge?
Diverse stakeholders
Transient teams
Inconsistent levels of support/interest
New and novel products
New and novel methods
New customers
New suppliers
Diverse/conflicting Political agendas
7 Keys to Project Leadership
1 Be authentic.
2 Lead with vision.
3 Improve and innovate.
4 Empower the team.
5 Get close to your stakeholders.
6 Establish a solid foundation.
7 Work with intent. Susanne Madsen – “Power of Project
leadership”
Why programmes
succeed
Why programmes
succeed
Experience of large numbers of
major programmes
This may affect other programmes
B ELIEF
Programme failure
The programme remembers the business
is usually correct
The programme remembers the business
is usually correct
Front Line Failure
Business and main supplier are aligned Business and main
supplier are aligned
Objectives of business and main supplier
allowed to drift apart
• Failure to recognise what drives supplier and customer
• Zero - sum game – not win - win
• Building individual defences, rather than mutual success
No Alignment
Programme management with a focus on benefits
delivery
Programme management with a focus on benefits
delivery
Dependencies and Risks
are documented not managed
Tacit assumption of slippage
Milestones are too distant to
highlight slippage
Decision making process that makes decisions and sticks
to them
Decision making process that makes decisions and sticks
to them
End Goal is clearly defined and understood
End Goal is clearly defined and understood
Failure occurs when money
Runs out
Too few islands of stability
No contingency
planning
Leaders Lay the Foundations of Programme Success
APM Strategy 2020
Our vision for the profession is
ambitious, challenging and radical. Above
all, it reflects what society expects: A
world in which all projects succeed.
But Projects go wrong
EU figures based on 214 technology projects showed that
only 1-in-8 met time, budget and quality objectives and
23.8% of all projects don’t get finished at all
A survey by KPMG showed that only 2% of organisations
said that their projects met all of their objectives.
80% of technology projects cost more than they return
because the benefits are overestimated and the costs
underestimated
www.projectmanagerman.com
NAO/Cabinet Office
Common Causes of Project Failure
Lack of clear link between the project and the organisation’s key strategic priorities
Lack of clear senior management and Ministerial ownership and leadership.
Lack of effective engagement with stakeholders.
Lack of skills and proven approach to project management and risk management.
Too little attention to breaking development and implementation into manageable steps.
Evaluation of proposals driven by initial price rather than long-term value for money (especially
securing delivery of business benefits).
Lack of understanding of and contact with the supply industry at senior levels in the organisation.
Lack of effective project team integration between clients, the supplier team and the supply
chain.
NAO/Cabinet Office agreed list of
common causes of project failure
Lack of clear link between the project and the organisation’s key strategic priorities
Lack of clear senior management and Ministerial ownership and leadership.
Lack of effective engagement with stakeholders.
Lack of skills and proven approach to project management and risk management.
Too little attention to breaking development and implementation into manageable steps.
Evaluation of proposals driven by initial price rather than long-term value for money (especially
securing delivery of business benefits).
Lack of understanding of and contact with the supply industry at senior levels in the organisation.
Lack of effective project team integration between clients, the supplier team and the supply
chain.
PPM Leadership To be a successful leader you
need:
– The right level of training and
capabilities
– A network of peers to support you
– Continuous professional development
– To learn from experience
– Confidence in your professional
heuristics
– A set of tools to assist you
– Determination and resilience
To be a successful leader
you must:
Support your colleagues through:
– Capability building and training
– Providing peer support
– Encouraging ongoing learning
– Sharing your experiences
– Help create more Master Builders
– Share your tools and how best to
use them
– Mentoring and coaching
Why Should Others Follow You? Do You:
Promote and uphold the project vision, reinforce positive relationships, build an environment that supports effective team work, raise morale and empower and inspire others to follow throughout the lifecycle of the project?
Determine what leadership style is appropriate for particular situations, individual or group, and adapt your style as appropriate?
Create an environment which encourages high performance and enables team members to reach their full potential?
Gain the trust, confidence and commitment of others and utilise collaboration throughout the lifecycle to ensure continued momentum of the project?
Build and maintain the motivation of the team throughout the project?
Agree SMART performance objectives for the team and individuals which are regularly reviewed and monitored to provide prompt and constructive feedback? and
Identify and address development needs of the team and self?
APM Competence Framework – BC03 Leadership
Questions
How did you create an environment which
encouraged high performance and enabled team
members to reach their full potential?
How did you build and maintain the motivation of the
team throughout the project?
How did you identify and address the development
needs of the team and yourself?
Activity 1
What did you do that worked really well?
What was the outcome?
What would you do differently?
Discuss for approx. 10 minutes
Questions
How did you create an environment which
encouraged high performance and enabled team
members to reach their full potential?
How did you build and maintain the motivation of the
team throughout the project?
How did you identify and address the development
needs of the team and yourself?
Leadership Styles
A Google search will identify a number of styles,
including:
Transactional Leaders
Transformational Leaders
Charismatic Leaders*
Narcissistic Leaders*
* James MacGregor Burns “Leadership”
http://www.businessballs.com/leadership-theories.htm#leadership-styles
Transactional Leaders
Also known as managerial leadership, focuses on the role of supervision, organization, and group performance.
Adapted from Wikipedia
Transformational Leaders
The leader taps into his
followers' higher needs and
values, inspires them with
new possibilities that and
raises their desire to achieve
a common purpose
Adapted from Wikipedia
Charismatic Leaders
Charismatic leadership demands more than just a remarkable personality. The followers must also project an image of specialness and a strong belief by followers that this special person is the one to lead them in their hour of need.
Adapted from Wikipedia
Narcissistic Leaders
Unconsciously driven by
hidden feelings of inadequacy,
to behave in a controlling and
energetic way, which enables
dominance and initiative.
Adapted from Wikipedia
Which One Are You?
Probably a bit of all those and a few more?
Which is your preferred style?
Which style do you most value in your leaders?
Emotional Intelligence
The five domains
Knowing your emotions
Managing your own emotions
Motivating yourself
Recognising and understanding other people's emotions
Managing relationships. Daniel Goleman - 'Emotional Intelligence – why it can matter more than IQ’
EI Leadership Competences Goleman identified the following four EI leadership competencies:
1. Self awareness. This is the ability to recognize your own mood, emotions, and drives,
and the related impact these attributes have on others. Self awareness is signalled by self-
confidence, realistic self-assessment, and a self-depreciating sense of humour.
2. Self management. The ability to control your own disruptive impulses and moods. The
propensity to suspend judgment and to think before acting. Indicators include ability to deal
well with difficulties or criticism, take initiative, demonstrate achievement, act with
transparency (owning and learning from mistakes), and optimism, even in the face of
failure.
3. Social awareness. The ability to understand the emotional make-up of others and to use
this with empathy in developing and retaining talent.
4. Relationship management. Proficiency in managing relationships and building networks.
The ability to find common ground, build rapport, and inspire others. Includes the ability to
lead change,expertise in conflict management, and the ability to develop and lead teams in
a collaborative manner
Personal Resilience
What keeps YOU going through the times
when the hard hat, kevlar jacket and toe
‘tectors can’t save you?
Personal Resilience
Some Ideas:
- Experience – You have been through days like
this before and survived!
- Your network – You are not alone!! Have you
“mapped” your support network, was it bigger than
you thought? If not how can you start to expand
it?
Talent
spotting and
recruitment
Need to develop skills and capability to support new ways of working
More apprentices, and graduates are needed to create a deep well of talent for organisations and need to continue to grow capability in PPM leaders
This will create more opportunities for PPM Professionals
New Capabilities are
Needed for our PPM
Leaders of the Future
A Final Thought
When the best leader's work is done the
people say, 'We did it ourselves.'
Lao Tzu
Yin leaders support; Yang leaders
challenge
Yin Leaders
Listen, support
and coach
Provide safety and
stability
Foster confidence
Empathize
Yang Leaders
Ask challenging
questions
Hold people to
account
Demand
excellence
Be rational
This presentation was delivered
at an APM event
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