Strategic Leadership for Sustained. Project & Portfolio Success

Transcription

1 PMINJ Chapter 02 May Symposium 2016 Strategic Leadership for Sustained Project & Portfolio Success Dr. Jerome B. Brightman The Leadership Group TEL:

2 Dr. Jerome B. Brightman ( Jerry ) Education: Clark University, MA American University, MBA George Washington University, DBA CV Highlights: WMU Professor at Western Michigan University ASOMA Vice President for China Trade IMI Executive Director of Harvard s International Marketing Institute IA Senior Consultant at Peter Senge s Innovation Associates CCL Senior Program Associate at the Center for Creative Leadership (CCL) TLG President, The Leadership Group (TLG) TGI The Gordon Institute (TGI) SNHU Southern New Hampshire University and, traveled to 111 countries Most Important: Husband to Nancy; Father to Alyssa, Deborah, Matthew, and Maely 5/2/2016 2

3 ORGANIZATIONAL BEHAVIORS The following model will show how almost ALL of today s organizations behave around the world. As we go through the model, be thinking about where your organization might be today, and where you might want it to be going forward. 5/2/2016 3

4 Scan of Internal Capabilities and Limitations Traditional Organizational Behaviors 5/2/2016 4

5 Event Behavior 5/2/2016 5

6 Event Behavior Trend Behavior 5/2/2016 6

7 Event Behavior Trend Behavior Structural Behavior 5/2/2016 7

8 Event Behavior Trend Behavior Structural Behavior 5/2/2016 8

9 Event Behavior Trend Behavior Virtual Meetings How and who we hire Who gets what information Vision Statement The Vision Unwritten Rules Information Flow Structural Behavior Mental Models! 5/2/2016 9

10 Event Behavior Trend Behavior Leverage Structural Behavior WHERE THE LEADER LIVES! 5/2/

11 THE MANTRAS of Strategic Leadership I never want to complicate our work by using too much jargon, so I d like you to focus on the following three Mantras that I know will definitely make your leadership better tomorrow than it is today. 5/2/

12 THE MANTRAS The skills that got you to where you are today are not necessarily the skills you ll require going forward. - CCL Derailment Research Strengths overused could potentially be weaknesses. - CCL Derailment Research The problems we face today cannot be solved with the same level of thinking that was present when the problem began. - Albert Einstein 5/2/

13 WHAT IS THE NEW STRATEGIC LEADERSHIP? 5/2/

14 ANSWER: THE CRYING NEED FOR DISRUPTIVE STRATEGIC LEADERSHIP 5/2/

15 TOWARDS A DEFINITI0N DISRUPTIVE STRATEGIC LEADERSHIP the ability to reframe problems and opportunities from a range of new and different perspectives. This might be as simple as obtaining the ideas of colleagues outside your own field or those who have no familiarity with your particular problem(s) or as creative as redefining a problem from an entirely different discipline. 5/2/

16 WHY IS THIS SO IMPORTANT FOR PROJECT MANAGERS? A new study from the prestigious Center for Creative Leadership (CCL) tells us that because the world is becoming increasingly more complex, and managers can no longer simply go to their HR managers and ask what courses or training they should take to move to their next level of leadership. Rather they will have to make these choices themselves which begs the obvious question, How do I know what I don't know? 5/2/

17 WHAT NEW STRATEGIC COMPETENCIES MIGHT BE REQUIRED GOING FORWARD? 5/2/

18 NEW COMPETENCIES Balancing inquiry and advocacy but particularly asking far more questions than you are being asked now. 5/2/

19 NEW COMPETENCIES Obtaining influence without authority better understanding your strengths (or personal currencies ) that can be used in exchange for power in an organization. 5/2/

20 NEW COMPETENCIES Thinking systemically going away from traditional linear learning to thinking in wholes about the interrelationships and interconnections within your project sphere. 5/2/

21 NEW COMPETENCIES Changing your frame from team work to team learning creating innovation in teams and trusting your gut feelings. 5/2/

22 NEW COMPETENCIES Diversifying your network basically a need to expand your connections to enhance your thinking options and solutions to chronic problems. 5/2/

23 NEW COMPETENCIES Creating the ability to observe a project team s assumptions and mental models so that they can be effectively challenged and changed to benefit the project. 5/2/

24 NEW COMPETENCIES Making your leadership style truly bold so that you can become an effective project innovator doing something radically new or different. 5/2/

25 NEW COMPETENCIES Rediscovering your lost creative and innovative powers we had them once as kids, but somehow we ve lost them as adults. 5/2/

26 NEW COMPETENCIES To understand that new leadership ideas well executed are the real currency of success in any competitive marketplace pushing new boundaries. 5/2/

27 TO ACTUALLY DEVELOP THESE NEW BEHAVIORS, YOU VE GOT TO GO DEEPER 5/2/

28 EXAMPLE 1: FEAR 43% of CEO s indicated that FEAR was their main motivator! Are you willing to share with a stranger in this room the things that you HAVE NEVER discussed with complete openness and honesty with anyone? 5/2/

29 EXAMPLE 2: DEALING WITH THE DYSFUNCTIONS OF YOUR TEAM 5/2/

30 THE FIVE DYSFUNCTIONS OF YOUR TEAM by PATRICK LENCIONI Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust 5/2/

31 THE FIVE DYSFUNCTIONS OF A TEAM WHERE IS YOUR ORGANIZATION? 1. ABSENCE OF TRUST Stems from unwillingness to be vulnerable within the group. Team members who are not genuinely open with open another about their mistakes and weaknesses make it impossible to build a foundation of trust 2. FEAR OF CONFLICT Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. 3. LACK OF COMMITEMENT Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. 4. AVOIDANCE OF ACCOUNTABILITY Without committing to a clear plan of action, even the most focused and driven people often call to their peers on actions and behaviors that seem counterproductive to the good of the team. 5. INATTENTION TO RESULTS Team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team 5/2/

32 Do These Dysfunctions Relate To Your Team? 5/2/

33 EXAMPLE 3: SYSTEMS THINKING 5/2/

34 WHAT IS SYSTEMS THINKING? A system is a set of things working together as parts of a mechanism or an Interconnecting network a complex whole It is a process of understanding how things influence one another within a whole 5/2/

35 SYSTEMS THINKING AND SYSTEMS ENGINEERING Socio-Technical Systems Thinking Systems Engineering Single Engineering Discipline Because many problems are a complicated mix of both technical and non-technical components 5/2/

36 SYSTEMS THINKING IS THE CONNECTION TO ADAPTIVE AND TECHNICAL CHALLENGES - Technical challenges are using just engineering - skills to calculate the tie to dig the hole - Adaptive challenges recognize there are many social/leadership aspects to the engineering problem 5/2/

37 WHY TALK ABOUT SYSTEMS THINKING? QUESTION: Why are we integrating the idea of systems thinking into the Leading Organizations module? ANSWER: Because you can try to fix all the problems that surface in an organization, but unless you change the underlying behaviors and patterns, the same problems will continue to surface. What we re really talking about are CHRONIC problems those problems you once thought were solved forever only to see them reappear time and time again! 5/2/

38 SYSTEMS THINKING GOING DEEPER 5/2/

39 THE ACME CHAIR COMPANY 5/2/

40 Acme Chair Case The Situation 5/2/

41 WHAT MIGHT WE DO TO BACK TO OUR PREVIOUS GROWTH? Better Sales Training New Distribution System Go After New Customers Implement Agile Systems Improve Our Accounting Hire New Sales People 5/2/

42 BUT This is the OLD Linear Thinking 5/2/

43 BACK TO ONE OF THE MANTRAS! The problems we face today cannot be solved with the same level of thinking that was present when the problem began. - Albert Einstein 5/2/

44 AND THE NEW LEVEL OF THINKING? SYSTEMS THINKING! 5/2/

45 We first begin the process by slowing down and looking at the situation from a Trends Perspective 5/2/

46 We Continue Our Analysis from a Trends Perspective 5/2/

47 And More Analysis from a Trends Perspective 5/2/

48 MORE Analysis from a Trends Perspective 5/2/

49 NOW - Analysis from a Structural Perspective 5/2/

50 Structural Analysis: Going Even Deeper Uncovering Faulty Mental Models 5/2/

51 SYSTEMS THINKING - SUMMARY Systems Thinking is a great addition to your leadership tool kit It is a framework for seeing interrelationships rather than things, for seeing patterns of change over time rather than static snapshots. It is an imaginative and innovative way of telling a story It is a methodology for making decisions It integrates self-awareness, engagement, alignment, challenging mental models and team learning It enhances our creativity It solves chronic issues so they stay solved It provides leadership leverage through understanding the impact of underlying behaviors and patterns 5/2/

52 SUMMARY: HOW DO YOU GO FORWARD AS A STRATEGIC DISRUPTIVE LEADER? SELF-AWARENESS The Key to Personal Mastery CREATING A SHARED VISION Developing Alignment and Engagement SURFACING AND CHANGING ASSUMPTIONS What are our Mental Models? TEAM LEARNING Creating our Future in Teams THINKING IN WHOLES Systems Thinking REDISCOVERING OUR CREATIVITY Becoming Innovative Again 5/2/

53 THANK YOU! TEL: /2/