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My concept of project leadership, based on my business novel published in 2012.
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The seven steps to project management with a human face
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My mission: To transform the way people think about what is
essential in projects.
The Art and Science of Project Management
SCIENCE
ART
Results
Plans Contracts
Monitoring and control Reporting and change management
Collaboration
Group dynamics
Communication
Conflict management BEHAVIOR
NORMS Committment
Emotions
Team basic purpose Rules
Identification with the project THOUGHTS AND EMOTIONS
Management support
Conventional and new ways of thinking
Individual values and attitudes
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The seven steps to project management with a human face
Create a shared dream with a deadline
Get the right people
Encourage passion
Get hold of the stakeholders
Find the correct leadership touch
Celebrate the conflicts
Don’t inform, communicate
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1. Create a shared dream with a deadline
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“Where there is no vision, the people perish.”
“The best way to produce success on a project is to provide vision and direction and then get out of the way!
"Effort and courage are not enough without purpose and direction“ J.F. Kennedy.
Strategy stinks – vision inspires
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Challenges
Inspires
Guides
Directs the whole team to a common direction
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A good vision
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Ask yourself:
Achieving the goal: what’s in it for the people?
Achieving the goal: what’s in it for the company?
What’s in it for the stakeholders?
What similar goals have we achieved before?
What are the peoples’ individual contributions for achieving the goal?
What have we already done?
Who should be thanked for the progress already made?
Nobydy remembers boring charts, figures or pie graphs.
However, stories inspire and catch the attention of your listeners.
Any project outline, be it how complicated ever, can be expressed through a story.
A story uses narrative elements to dramatized your messages; history and background, our current challenges and threats, the need to unite and take action, looming risks and the rewards which are reaped if the project succeeds.
Tell a story
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From problem to solution
From the big picture to details (from company to an individual employee or customer)
From the details to the big picture
From past to future (what we have been, what we currently are, what we will be)
From the future to current moment (what we want to be in 2020? What does it demand from us at the moment)
How to structure your story?
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Find a common nominator
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The common nominator: ”We are on a mission from God”
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Individual needs ?
“The Catholic orphanage we grew up in needs to pay $5,000 taxes in 11 days, or else it will be closed.”
To not be caught by
the police, ex-girlfriend, Country Bob,
Good Old Boys, Illinois Nazis, more police,
National Guard,
SWAT teams.
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Project nicknames I have used before – if you like them, please use these!
Happiness
Passion
Conviction
Responsibility
Significance
Love
Child
Fortress
Heart
Battle
Exploration
Jungle
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2. Get the right people
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What to expect from the project owner?
Do not lead by: fear, punishments, threats, belittlement
Lead by: encouragement, curiosity, participation, excitement
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Have you ever thought that…
…I’ll pay anything to get that person in my project?
If you answered yes, youv’e probably found a top talent!
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Finding top talents
Top talent in a project team
He / she…
Readily adopts new information
Has practical creativity: can combine different things, even in unexpected ways
Is naturally curious
But also…
Contradicts everything
Probably thinks he / she is smarter than you
Has an ego the size of Brazil
Gets bored easily
Does not like ”dull” colleagues
Respects freedom
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Separate the role of PM from the role of expert
Never indulge in ”who is right” battles
The PM solicitates arguments, does not participate in them
Project leadership is NOT about proving your own worth as an expert
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World class colleagues
Challenging tasks
Top-of-the class development opportunities
Visibility and glory in the professional opportunity
An opportunity to get wealthy
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Rewarding a top talent
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Team roles according to M. Belbin
STRENGTHS WEAKNESSES INNOVATOR
Creative, inspirational, peculiar character.
Solves complex problems
Not interested in details. Too absent
minded to communicate efficiently.
RESOURCE INVESTIGATOR Extrovert, social, creates connections Over optimistic. Loses interest quickly
COORDINATOR Mature, caring, good at communicating
goals and supporting decision-making,
good at delegation
Influences others and delegates at times
too much.
SHAPER Challenging, dynamic, creates a sense of
urgency, has capability and courage to
face challenges
Can annoy and even hurt sensitive
people.
MONITOR / EVALUATOR Good judgement, sees all the
alternatives, good at analysis
Does not encourage others.
TEAMWORKER Collaborative, insightful, good listener.
Avoids conflict and improves the
atmosphere.
Indecisive in crunch situations. Easily
influenced by others.
IMPLEMENTER Disciplined, reliable, conservative yet
efficient. Good at applying ideas.
Inflexible. May respond slowly to new
opportunities.
FINISHER / COMPLETER Conscientous, curious, good at spotting
errors and shortcomings, drives for
meeting the deadline
Worries unduly. Challenges in delegating
to others. May get stuck to details.
SPECIALIST Devoted. Provides knowledge and
expertise on short supply.
Lacks the big picture. Focuses on details.
A team role is a consistent way of participating in a project team
You need each of these roles in different project phases
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Planning Implementation Closing Initiation
Shaper Innovator Resource investigator
Coordinator Monitor / evaluator Specialist
Shaper Coordinator Implementer Teamworker Resource investigator
Finisher / completer Implementer Monitor / evaluator
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3. Encourage passion
“They may forget what you said, but they will never forget how you made them feel.”
Carl W. Buechner
“A great leader's courage to fulfill his vision comes from passion, not position.”
John Maxwell
About passion
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Triumph of reason or
sheer power of
emotions?
28.1.2014 © Claro Leaders Oy
Excitement breeds passion
Excitement springs from new information, which contradicts our previous knowledge
Excitement often breeds from other emotions (amazement -> confusion -> curiosity -> excitement -> passion)
Energizes, drives us towards fulfilling the passion
Promotes decision-making and confidence
Is socially sensitive: arouses and dies quickly
28.1.2014 © Claro Leaders Oy
Passion for the product (which will change the world)
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SCARF model Drivers and destroyers of passion
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Common destroyers and drivers of passion
Control and command culture
Fears
Priority conflicts
Arrogance, ”besserwisserism”
Stifling discussions
Too many challenges, too little safety (= stress)
Too much safety, too few challenges (= boredom)
•Trust •Giving up control •Encouraging free discussion
and criticism •Clarity and order of priorities •Humility, acceptance of
ignorance (beginner’s mind) •Accepting and facing internal
conflics •Balance of safety and
challenges
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Intrinsic rewards
Opportunities Achievements
Activities Sense of free
choice
Sense of mastery
Meaning
Sense of
significance
Sense of
progress
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Intrisic rewards and recommended leadership styles
Opportunities Achievements
Activities
Delegate
Coach
Meaning
Inspire
Follow-up and
encourage
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4. Get hold of the stakeholders
Stakeholder Management is the process of ensuring that key stakeholders
support the change (or, at worst, do not undermine it), so that it is implemented
successfully and the business benefits are realised according to plan. A
stakeholder is defined as any person or group that is interested in or impacted by
the proposed change, i.e. it is not confined to executive roles.
Stakeholder management is the active engagement with, and management of all
key people and parts of the business who have a vested interest in the outcome
of the project. It involves communication of the project plans, but also two-way
communication and the taking on board of feedback, using it in the development
of the project to ensure the results meet the needs of the stakeholders.
What is Stakeholder Management?
Stakeholder Management is about:
building and sustaining the necessary levels of commitment to the project with those who are affected by the project and those who can impact its success;
identifying and addressing resistance to clear the way for the project being implemented.
For maximum effectiveness, Stakeholder Management needs to be done as part of a pre-defined approach, within an agreed framework, that clearly defines:
a process that enables stakeholder identification, analysis and on-going monitoring to drive the actions required to build appropriate levels of support and deal with any issues;
key messages/communication content for stakeholders around business rationale,
stakeholder management roles and responsibilities.
What is Stakeholder Management?
Stakeholder Management is important to the project, as there will often be many
interested and impacted parties (stakeholders). These stakeholders will encompass a
variety of understandings, expectations and commitment levels to the project. They
are in a position to influence the success, or otherwise, of the project and for that
reason it is vital to understand the following:
• their reaction to the change
• their role within the programme
• their current and future desired commitment levels
• their power and influence, and
• who influences them
Why is it important?
C7 Stakeholder Management
Concern
Communicate
Contribute
Connect
Compound
Co-Create
Complete
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Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p314)
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Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p314)
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How do we know if they compromise their compliahnce?
How will this project influence competition?
Is my own project still a priority?
Can we use this to impress the board?
Is this project my tckert to the management team?
Will we get better service?
What the heck are MY people doing in that project?
What could we sell to them this time?
Oh God, again extra work?
Do I fit in?
What will be my role?
Will they listen to me?
What can I learn here?
Hig
h
Avera
ge
L
ow
Low: “doubting Thomas” Average: can be convinced High: “Sponsor”’
Willingness to support the project
Power / impact on project success
Stakeholder analysis
1 2 3 4 5 6 7 8 9
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Increases in importance. The PM is a ”netweawer”
Results from a paradigm shift in change thinking: a significant change may not be a crisis, but can also be a key to success
Typically different personnel groups have a different viewpoint of change and must be treated differently.
Communication with the stakeholders
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5. Find the correct leadership touch
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The key question in 21st century project management is the ”leadership contract” made
between the PM and project team members.
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Old and new leadership
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Roles for leading a project team of experts
Recommended:
Coach, referee, elder, father figure, visionary, motivator, captain, sensei.
Not recommended:
Besserwisser, corporate police, commander, controller, administrative officer
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1) SHOWING THE WAY:
Clarifying and reminding the team of its basic purpose. Questioning the obvious. Seeing after the cohesion of the team.
2) ASSISTING EXCELLENCE:
Developing and capitalizing on team competence.
3) ENCOURAGING:
Demanding, encouraging, dramatizing where appropriate.
4) MANAGING WORK-LIFE BALANCE:
Adjusting work pressure, care for well-being of team members.
The four key roles of PM
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Premises No commands and hierarchies, but preconditions and challenges.
Independence Room to breathe!
Feedback
Real-time, multidimensional communication
Trust Integrity, openness, transparency, community of individuals!
The four conditions for project management with a human face
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Choose your side
Encourage getting stuck in team conflicts
Excpect the worst
Act with haste
Lead by fear
Give priviledges to the ”nice guys”
Worst mistakes you can make
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6. Don’t inform, communicate
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Process model of communications
Reason Reason
AND emotions
Message Sender
Channel / media
Transformed message
Receiver
Adapted from Claude Shannon, Schematic diagram of a communication system, from "The Mathematical Theory of Communication" (1948)
Having trouble getting heard? What can (and typically does) go wrong in project communications
YOU:
Too many simultaneous messages; your voice gets lost in information overload.
Messages conflict one another
Difficult / alien words or concepts
No repetition / reinforcement
Wrong communication media
Wrong tone
Wrong timing
Technical communication problems (connectivity, distortions…)
THE OTHER:
No interest
No background information given
No time
Mind already made up about the subject
Mind already made up about YOU
What do you choose communication to be?
”Knowledge is power” ”Uninhibited, real-time communication through formal and informal networks is power”
”Passing on the flame of knowledge takes nothing away from your own flame.”
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The dimensions of a message
Each message has at least three components, which should support each other and not be in contradiction with each other:
1. Content of words or communication
2. Way of communicating (method, tone, timing, situation / context)
3. Relationship between the parties
What you are shouts so loudly in my ear, that I cannot hear what you say
Ralph Waldo Emerson
Do not let the people wonder in the night. Stay in touch with people also during ”quiet times”.
Your team may get your idea at once, but do not count on it. Re-communicate the project objective and critical factors time after time.
Catch people doing things right.
Communication is continuity
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The PM and the project team know the project inside out, are committed, know the background, the objectives and benefits.
The others may know their own role, are often uncertain of what they are expected of.
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The optical illusion of the PM (1/2)
The project team knows the project ”too well”
Understands the objectives and schedule
Knows the background and business case
Knows who is involved, how and in which phases
The others gather their understanding of the project from isolated ”episodes”
Like seeing a couple of frames every here and there in a 2 hour movie!
The optical illusion of the PM (2/2)
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Understanding change communications
People are automatically driven to receive messages which reinforce or fit in with their attitudes and preconceptions.
New information, which contradicts earlier knowledge and attitudes is likely to be rejected or transformed.
Supporting and reinforcing existing attitudes and conceptions is always easier and faster than changing them.
Just telling ”the facts” is not likely to change attitudes and opinions – an emotional component is needed.
Getting the stakeholders involved and actively participating as soon as possible increases the efficiency of communications.
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6 C’s of good communication
Clear
Concise
Correct
Complete
Courteous
Concrete
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7. Celebrate the conlicts
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Conflict = a sign of two incompatible committments
All games have rules and all players must play by them. Make a team agreement.
An easy way to start
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1. Team main objective: 2. Criteria for good teamwork: 3. Responsibility of a team member (what does membership in the
team mean): 4. Team meeting practice (preparation, meeting ethichs,
responsibilities): 5. Rules for giving and receiving feedback: 6. Rules for preventing and managing conflicts in a team: 7. Assessment and evaluation of team members: 8. Assessment and evaluation of teamwork: 9. Other:
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An example
Five levels of discussion in team interactions: choose your focus!
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”Problems crave to be analyzed, objectives crave to be reached.”
Naming and blaming
Defensiveness
Deteriorating atmosphere
Focus on lack Of progress
More accusations Focus on problems
Five sources of conflicts
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ROLES PERSONALITIES PERFORMANCE COMMUNICATION
EMOTIONS 65
The five strategies for conflict resolution S
elf
Team
Competition
Collaboration
Avoidance
Adaptation
Compromise
Thomas & Kilmann (2002) 28.1.2014 66
Thank You! Aaro Ollikainen
Tel. + 358 (0)40 775 1134
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