The Reality Of Project Leadership. What's so special about good leadership?

Transcription

1 The Reality Of Project Leadership What's so special about good leadership? Topic Development Workshop 6 th July 2011 Association for Project Management 2011

2 Who s Who Today Jane Royden Chair of the SIG Carol Sharp Can Do Ltd Eleri Evans Trans4rm Ltd

3 The SIG Our Aim Inspire project managers to be inspiring To lead thinking Encourage relationships Share knowledge, experience and insights Disseminate knowledge The Community 10 Committee Members (meet every 6-8 weeks) 1700 Group Members 522 via APM Website

4 SIG Assets - The Lens Collective [A Guide to Seeing Different Perspectives on Project Management] 1 : Benefitting from people in projects 2 : Applying governance in projects 3 : Project Stakeholders 4 : Multi-cultural project management 5 : Project planning 6 : Risk management in projects 7 : Project communication 8 : Negotiating within projects 9 : Project contracts and procurement 10 : Harnessing conflicts in projects 11 : Leveraging creativity in projects

5 SIG Assets - Presentations & Workshops Current Portfolio Creativity Success Culture Change 2011 Plan Coaching Leadership Communications More to follow..

6 Purpose of Workshop Second topic development workshop for the SIG this year. To create a new Asset for the SIG and APM Give SIG members and colleagues an opportunity to collaborate and co-create.

7 Workshop Approach Above all collaborative About a quarter is input to give us some material to work with and stimulate discussion The majority of time will be workshop style sessions to share expertise and generate ideas Write as much down as you can on the flip chart paper don t want to lose anything.

8 Objectives of the Workshop Challenge the assumed 'top heavy' (top down) emphasis placed on the attributes of the leader in the project context by asking: what's so special about good leadership it's the followers that make or break a project isn't it?" When are leadership skills appropriate, which ones, and in which context? Validate the Asset from Workshop 1 The PM as Coach. Welcome to stay for that.

9 General perspectives on leadership Carol Sharp Director Can Do Ltd

10 What we are going to cover The changing context of leadership Some gurus and helpful models Some personal perspectives Your challenge 10

11 But, first Personal stories of leadership Carol In groups 11

12 The changing context of leadership 1940 s Organisation as a machine Command and control, plan the way forward 2000 s Organisation as a living system Learn the way forward and design systems for connecting people

13 Leadership 2020? The organisation as part of an interconnected community The new source of power is not money in the hands of the few but information in the hands of the many. John Naisbitt, Megatrends 1982

14 Leadership gurus and models A personal selection Maslow motivation theory John Adair action centred leadership Hersey and Blanchard Situational Leadership John P Kotter transactional and transformational leadership Beverley Alimo Metcalfe a new UK model of transformational leadership Benjamin Zander Giving people an A Daniel Goleman Emotional intelligence David Rooke Meaning making Leandro Herrero Viral Change

15 Maslow s hierarchy of needs Self actualisation personal growth and fulfilment Esteem needs achievement, status, responsibility, reputation Belongingness and love needs family, affection, relationships, work group Safety needs protection, security, order, law, limits, stability Biological and physiological needs - basic life needs air, food, drink, shelter, warmth, sex, sleep Abraham Maslow

16 Action Centred Leadership Adair, J.E. (1973), "Action-Centred Leadership". McGraw-Hill, London.

17 Transactional/ Transformational leadership Creating agenda Developing HR Execution Outcomes Transactional leadership (management) Planning and budgeting Organising and staffing Controlling and problem solving Produces degree of predictability/ order Transformational leadership Establishing direction Aligning people Motivating and inspiring Produces changes, often to dramatic degree Source: Kotter, J A. Force for change, 1990, Free Press

18 Leadership style For individuals, teams, organisations Coaching Conscious incompetence Conscious competence Supporting Directing Unconscious incompetence Unconscious competence Delegating Based on Situational Leadership, Hersey and Blanchard

19 Personal perspectives (1) Leaders must have followers The only test of leadership is that somebody follows Robert K Greenleaf

20 Personal perspectives (2) Followers are people - and people have a choice The process by which a person influences others to accomplish an objective. Akhil Shahani Leadership: The art of getting someone else to do something you want done because he wants to do it. Dwight D Eisenhower Leaders are more powerful role models when they learn than when they teach. Rosabeth Moss Kantor Link to Video - Leadership Lessons

21 Personal perspectives (3) Many changes initiatives are still failing because too little attention is paid to the people issues Employees distrust leaders who alternate between nurturing and cutthroat behaviour. Michael Beer and Nitin Nohria

22 Personal perspectives (4) Things are managed; people are led are more easily led than driven. David Harold Fink Peasant addressing King Arthur Look, you can t expect to wield supreme power just because some watery tart threw a sword at you! From Monty Python and the Holy Grail, 1974

23 Personal perspectives (5) Leadership and management are not the same thing but we need both A vision without a plan is just a dream. A plan without a vision is a nightmare! But a vision with a plan can change the world. adapted from an Old Proverb

24 Your challenge How does a Project Manager marry the transactional skills of management with the transformational qualities of leadership?

25 Will Choose Who To Follow Eleri Evans Director Trans4rm Ltd

26 Leadership A team of giants needs giant pitchers who throw good ideas but every pitcher needs an outstanding catcher. Without giant catchers, the ideas of the giant pitchers may eventually disappear. Max De Pree 26

27 Leadership as a team member 27

28 Leadership as a project manager 28

29 Leadership as a project director 29

30 Leadership on the outside looking in 30

31 Leadership A great leader's courage to fulfil his vision comes from passion, not position. John Maxwell 31

32 LEADERSHIP SKILLS VERSUS MANAGEMENT SKILLS 32

33 PM LITERATURE ABOUT LEADERSHIP 33

34 WHATS SO SPECIAL ABOUT GOOD LEADERSHIP? IT S THE FOLLOWERS THAT MAKE OR BREAK A PROJECT, ISN T IT? 34

35 Leadership APM BoK 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. 35

36 Leadership - APM BoK Project Portfolio Programme 36

37 Motivational Theories - APM BoK Link to Maslow s hierarchy of needs 37

38 HIGH Commitment Level LOW Motivational Theories - APM BoK Link to Hershey and Blanchard s Situational Leadership Model HIGH Competence Level LOW 38

39 THE PROJECT MANAGERS MANIFESTO 39

40 As a Project Manager If there was an election would they vote for you? What would you put in your manifesto as a PM relating to leadership? What would you promise? 40

41 As a Follower If there was an election what would you vote for? What would you want to see in a PM s manifesto relating to leadership? What would get your vote? 41

42 PROJECT MANAGEMENT AND LEADERSHIP WHICH SKILLS? WHEN? 42

43 Leadership and Projects Consider by Project Phase and identify which leadership skills / behaviours are appropriate, which not, and why. Association for Project Management