Developing Project Developing Project Management LeadershipManagement Leadership

Leadership Development Is Leadership Development Is NotNot An Option An Option

Session ObjectivesSession Objectives

•Define the core competencies of an effective Project Manger/Project Leader

• Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team

•Provide a framework for developing a personal leadership development plan

•Promote teamwork and collaborative leadership

Describe the ideal Project Leader.Describe the ideal Project Leader.(what are the characteristics / behaviors of the (what are the characteristics / behaviors of the ideal Project Leader?)ideal Project Leader?)

•_______________________________•_______________________________•_______________________________•_______________________________

Key Items for planning your leadership development

1.Leaders must learn and apply new skills quickly to remain in sync with a rapidly changing business environment

2.Leaders must help others learn new skills3.Project leaders must establish the appropriate

frame of mind for development among themselves and their project team

4.Project Leaders must look ahead and change now to meet the changing, evolving, needs and demands of the project

Key Items for planning your leadership development

5. Project leaders should plan to partner with each area of their Project – Sponsors, Stakeholders – setting leadership expectations, establishing development goals, committing to a development process for the project team.

6. Establish personal development partnerships – Identify people who can help aspiring leaders within the team grow

7. Analyze GAPS – Goals and Values, Abilities, Perceptions, Success Factors

8. Prepare a plan for continued development

Project Leaders need more than a charter a Project Leaders need more than a charter a project plan and schedule to ensure the project plan and schedule to ensure the success of their project success of their project

•A plan for development of resources, potential leaders and selfself, is also critical for achieving strategic goals and sustaining the core competencies projects

•Leadership development is a learning effort that enhances the capacity to influence, motivate and inspire people.

• Leading is setting direction and then motivating and guiding others to follow that direction.

•A critical skill for project leaders is the ability to plan and manage their own learning.

Why did you decide to become a project Why did you decide to become a project leader?leader?

• ______________________________•_______________________________•_______________________________•_______________________________•_______________________________

Self Self AssessmentAssessment1. I look at other people’s points of view before defining

proposals2. I always express my ideas with confidence and

enthusiasm3. I know my own strengths and work and use them to

the fullest4. I am clear about my goals before I arrive at a meeting  5. I stay calm and focused when presenting ideas to

others6. I choose my words with care and listen to what others

have to say too.7. I treat setbacks as learning opportunities rather than

problems8. I back up my ideas with reasons and hard evidence9. I acknowledge the needs, interests, and values of

others    

Always, Most of the time, Some times, Never

What are the core competencies and skills of What are the core competencies and skills of today’s Project Management Leaders?today’s Project Management Leaders?

• ______________________________•_______________________________•_______________________________

What are the core competencies and skills of today’s Project Management Leaders?

•Empowerment•Motivating•Communication•Team Building•Coaching•Mentoring•Creative Thinking

Describe Leadership Characteristics

• _____________________• _____________________• _____________________• _____________________• _____________________

▫ VisionVision▫ Knowledge ChampionKnowledge Champion▫ Holistic PerspectiveHolistic Perspective▫ Use of systematic processes Use of systematic processes

and frameworks (The power and frameworks (The power of visualization)of visualization)

▫ Effective communicatorEffective communicator▫ Effective interactionEffective interaction▫ OpennessOpenness▫ InnovatorInnovator▫ Encourage personal self Encourage personal self

developmentdevelopment

▫ Strong BeliefsStrong Beliefs▫ OptimismOptimism▫ CourageCourage▫ TeamworkTeamwork▫ PreparedPrepared▫ ConfidentConfident▫ PassionPassion▫ Has ValuesHas Values▫ CreativityCreativity▫ HumilityHumility▫ Planning / organizingPlanning / organizing▫ Business SavvyBusiness Savvy

Describe Leadership Characteristics

What are the greatest challenges today’s What are the greatest challenges today’s Project Leaders must deal with?Project Leaders must deal with?

• ______________________________•_______________________________•_______________________________

Phrases that Murder Creativity, Create Phrases that Murder Creativity, Create Dissention, and Foster AnimosityDissention, and Foster Animosity

•_____________________•_____________________•_____________________•_____________________•_____________________

Phrases That Murder Creativity• That’s too radical• It’s contrary to policy• We must follow the rules• That’s not our area• I’m not creative• Won’t fit within the deadline• That’s too much hassle• It just won’t work• ______________• ______________• ______________

October 2007 - Research from Indiana University published in the Journal of Consumer Research found that while we tend to believe that we are capable of forming independent opinions, what other people think can influence our conclusions, with negative attitudes resulting in the biggest changes.

Leadership styles often depend on the values of the leader, the situation, the organizational structure, political issues, and culture of the organization. Leadership styles can motivate or …de-motivate

Leadership StylesLeadership Styles

Describe leadership styles you have Describe leadership styles you have encountered as a Project Leader: (managerial encountered as a Project Leader: (managerial style, communications style, method of working style, communications style, method of working with others)with others)

•___________________•___________________•___________________•___________________

Leadership Styles

Project Management leaders carry out their roles in a wide variety of styles. These styles include:

•Autocratic / Authoritarian•Democratic•Participatory•Laissez-faire (hands off)•Knowledge specialist•Charismatic•Transformational

What other styles of What other styles of Leadership have you Leadership have you experienced?experienced?

Which of these is your Which of these is your preferred leadership stylepreferred leadership style??

Transformational LeadershipTransformational Leadership

Assumptions:• People will follow a person who inspires them.• A person with vision and passion can achieve great things.• The way to get things done is by injecting enthusiasm and energy.

Style• Passion and energy in everything they do• Caring about people and a sincere for others to succeed.

Vision• A view of the future that will excite and attract potential followers• The leader completely buys into the vision.

Change before you have to!

• Find incentives that will compel you to change

•Changes in organizational climate•Business needs•Innovation•Career options

Change before you have to!

•You must commit to relevant development goals and then invest time and effort

•Your organisation leadership team must set clear expectations and provide support, resources, and incentives

•Find development partners – coach, boss, mentor, colleague

Focus on your priorities

• Identify personal, team, and project related development targets

• Create development objectives in areas that will have the greatest tangible payback for yourself and your team.

What do you really need now?

Focus on your priorities: GAPS

AbilitiesHow you see yourself

Goals and ValuesWhat matters to you

PerceptionsHow others see you

Success FactorsWhat matters to others

From – Development First, Peterson, Hicks. Personal Development International

Consider your current capabilities and your future opportunities:

1. To do all aspects of my position well, I need to improve _______2. If I were better at _______, I would excel relative to my peers3. If I improved _______, I would resolve an ongoing problem4. Feedback from several sources indicate I should improve

_______ 5. In the future, my project team will need more people who are

good at _______6. To advance to the next level of leadership within my organization

I should learn more about ______7. The reasons why I should continue my personal development

include: ____________________

Creating a Leadership Development Plan

• Leading yourself• Leading people• Leading small groups and teams• Leading organizations

Creating a Leadership Development Plan

• Leading YourselfLeading Yourself – personal skills development

•Decision making•Planning – establishing goals•Problem solving•Influencing others•Effectively leading yourself

Personal productivityAssertivenessSelf confidence

Creating a Leadership Development Plan

• Leading peopleLeading people

• Coaching• Delegating• Mentoring• Selling• Building trust• Managing conflict

• Managing difficult people• Listening• Motivating• Sharing feedback

A Creating a Leadership Development Plan

• Leading small groups and teamsLeading small groups and teams

• Facilitation• Group based problem solving• Meeting management• Project Management• Team Building

A Creating a Leadership Development Plan

• Leading OrganizationsLeading Organizations

•Strategic Analysis•SWOT•Mission, Vision, Values, Goals•Organizational change

Prepare a Plan For Development

• What are the two or three most important development goals you should work on?

• What is the personal or organizational rationale that will keep you focused and motivated?

• What new leadership behaviors are you planning to implement?

• What situations, people, or events will trigger you to activate your new behaviors?

Prepare a Plan For Development

• How will you reflect on your daily learning experiences and measure your progress toward achieving your goals and managing your priorities?

• How will you assess the need to reevaluate your goals and priorities?

• What information sources will you need to learn and apply your targeted new behaviors?

• How will you obtain feedback about your progress?

What are the roadblocks?

• What barriers or challenges may exist or may be encountered that could prevent you from achieving your goals?

• What actions can you take or what strategies can be developed to overcome these barriers?

Roadblocks and Roadblocks and ChallengesChallenges

Solutions, Strategies, Solutions, Strategies, ResponsesResponses

Implementing your plan

Spend a few minutes each day on your personal development• Be an opportunist• Be proactive• Be creative• Take intelligent risks (venture into the unknown- take risks

that have a reasonable chance for success but also have a reasonable measure of doubt)

• Don’t be afraid to fail• Read about leadership• Observe other leaders

Shoot for the moon! If you don’t get there at least you will be among the stars!

Implementing your plan

• Seek feedback• Reflect on your actions and experiences• Ask questions and challenge assumptions• Ask yourself – What worked? What didn’t? Why• How can I do things differently• What progress have I made?• Be honest with yourself

Comments, Suggestions, Observations?

How will you use the information from this session?

What other topics would be useful to component leaders?

What actions will you take to continue your professional development and enhance you component leadership?

Thank you for attending!Thank you for attending!

Gus SabatinoGus Sabatino

References:References:oDevelopment First – David B. Peterson Ph.D and Mary Dee Hicks Ph.DoLeader as Coach - David B. Peterson Ph.D and Mary Dee Hicks Ph.DoPDI Personal Decisions InternationaloHBDI website – Herrmann Brain Dominance Instrument www.hbdi.comoFrank P. Saladis PMP, Chair – Ed SIG