CRITERIA OF A SUCCESSFUL
PROJECT LEADER
(How to get things done…)
Case Studies, Concepts and Debatable Ideas
Kenny Ong
CNI Holdings Berhad
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Intro: CNI
1. 20 years old
2. Core Business: MLM
3. Others: Contract Manufacturing, F&B Retail,
Export/Trading, eCommerce, Shared Services
4. Malaysia, Singapore, Brunei, Indonesia, India,
China, Hong Kong, Philippines, Italy, Taiwan,
Oman, United States, Vietnam
5. Staff force: ± 500
6. Distributors: 200,000
7. Products: Consumer Goods and Services
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Introduction to Project
Leadership
Biggest Mistakes and Skills Required
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Mistakes made and why
things don’t get done
1. Too many things and 1. Not willing to take risks
unrelated to objective 2. Easily give up
2. Mistaking Activities as 3. Not resourceful enough
Results 4. Thinking “I am right”
3. Act glory and glamour 5. Thinking “Why it can’t be
without achieving done” vs. solutions for
anything first end-objective
4. Overly ambitious due to 6. Doing the same thing
inflated ego over and over again and
5. Wrong person, wrong expecting different results
job
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Skills Required
Team
Facilitation & Management People
Chairing Skills
Leadership Time
Styles Management
Project
Communication
Management
Decision Problem
Making Solving
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What is covered today…
Team
Facilitation & Management People
Chairing Skills
Leadership Time
Styles Management
Project
Communication
Management
Decision Problem
Making Solving
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Four Criteria of Successful
Project Leadership
A. Situational Leadership and
Leadership Styles
B. How to get things done…
C. Death by Meetings
D. Character and Role Modeling
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PROJECT LEADERSHIP
A. Situational Leadership and
Leadership Styles
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What is your Business
Model?
•Google
•Air Asia USP
•Tata Nano
Market
Profit Model
Discipline
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Leaders vs. Business Model
Product "They are the most innovative"
Leadership "Constantly renewing and creative"
"Always on the leading edge"
Customer
Operational Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Personalized communications
Minimal acquisition cost and "They're very responsive"
hassle
Preferential service and
Lowest overall cost of flexibility
ownership Recommends what I need
"A no-hassles firm" "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service
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Leaders vs. Business Model:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
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Leaders vs. Business Model:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
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Leaders vs. Business Model:
Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
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Leaders vs. Business Model:
Disciplines, Priorities, and KPIs
Operational Product Leadership Customer Intimacy
Excellence
• New, state of the • Management by
• Competitive price art products or Fact
• services
Error free, • Easy to do
reliable • Risk takers business with
• Fast (on • Meet volatile • Have it your way
demand) customer needs (customization)
• Simple • Fast concept-to- • Market segments
• counter of one
Responsive
• • Never satisfied - • Proactive,
Consistent
obsolete own and flexible
information for
competitors'
all • Relationship and
products
• consultative
Transactional
• Learning selling
• 'Once and Done' organization
• Cross selling
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The McPlaybook*
Make it easy to eat Make it easy to prepare
• 50% drive-thru • High Turnover
• Meals held in one • Tasks simple to learn
hand & repeat
Make it quick Make what customers want
• “Fast Food” • Prowls market for new
• Tests new products products
for Cooking Times • Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
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Market Disciplines
Product Leadership
(best product)
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
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Leadership Extremes
• Have you experienced such a Boss?
HERO
MICRO MACRO
IDIOT
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Leaders vs. People
Situations
High
Supportive
S3 S2
S4 S1
Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1
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Leaders vs. People
Situations
High
Supportive
S3 S2
S4 S1: TELLING
S1
Specific Directions
Close Supervision
Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1
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Leaders vs. People
Situations
High S2: CONSULTING
Explain Decision
Supportive
S2
S3 Solicit Suggestion
S4 Direct Tasks
S1
Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1
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Leaders vs. People
Situations
High S3: PARTICIPATING
Collaborative Decisions
Supportive
Support Tasks S2
S3
S4 S1
Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1
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Leaders vs. People
Situations
High
Supportive
S3 S2
S4: DELEGATING S1
S4
Turns over Decisions &
Responsibilities for
Tasks
Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1
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PROJECT LEADERSHIP
B. How to Get Things Done…
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…Mindset
1. If I don’t get it done, 1. Partnerships win –
they will get some else always
someone else to do it wants what you have
2. Overall/Ultimate end- and vice versa
objective
2. There are always
3. Accountability people better than
4. Expect enemies you
5. Positive persistence 3. Learn, before you
6. Failure acceptance need it
7. Ready to Sacrifice 4. There will always be
jerks in your way
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…Self
1. Understand and use 1. Know when to give up
Buy-in when it’s not worth it
2. Momentum 2. Lose the battle, win the
3. Back up – Plan B war
4. Build your network 3. Sensitive communication
before you need it
4. Partner your
5. Work around obstacles
weaknesses
6. Dig for resources
5. Trust your gut instincts
7. Focused on Results, not
activities sometimes (thru
experience)
8. Control and utilize
Emotions 6. Perfect Time
Management skills
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…through Others
1. Paint the picture 1. Communication:
2. Reward and Repetition and
Punishment Emphasis
3. Praise & Recognition 2. Urgency (what if not
done?)
4. Freedom α Maturity
5. Modeling 3. Prioritize, Focus
4. Leading and Lagging
Indicators -> Results
5. Motivation = Hope
and Control
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…through Others
1. Hire/Fire (who you 1. Use 3rd Party
fire determines who 2. Little Steps – building
you keep)
blocks
2. < 80% certainty
decisions, pass to 3. Independent
the team successes
3. Set Guiding 4. Sponsor your
Principles weaknesses
4. Set Boundaries
5. Let mistakes happen
to learn
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Communication SF
LINA
Listen with interest and praise
make the person feel Important
use their Name
Ask questions
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Influence SF
PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements
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Motivating Others
Hope
Control
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Motivating Others
Passion Job
Delegation
Talent Growth
Minimum Motivation Target:
2 out of 4
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Teamwork SF
CORE ÷ WL
Communication
common Objectives
Role
Enemy
Weakest Link
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Alignment: 4-Wheels Model
Business
Person
Structure Model
Strategic
Planning
Culture
Leadership
Resources
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Alignment: Framework
Culture • Focus point
• Alignment
• Quality
• Innovation & Differentiation
• Risk taking
• Performance Management
• Corporate obsession
• Decision making
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Alignment: Framework
Structure • Org Structure
• Job Design
• C&B
• Policies & procedures
• Decision making
• Job fit
• Management Systems
• BSC and KPIs
• Decentralized & Empower
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Strategy: Framework
Leadership • Role modeling
• Vision/Mission/Philosophy
• Leadership Style
• Delegation & Empowerment
• C&B, Promotions
• Sense of Urgency
• Speak regularly about Performance
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Strategy: Framework
• Recognition
Person • Recruitment
• Training
• Profit sharing
• Values
• Motivation
• Self Efficacy
• Awareness
• Useful Competencies
• Career aspirations
• Attribution (control)
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Strategy: Framework
Enablers
Resources • Technology
• Equipment
Funding
• Materials • CAPEX
• Human • OPEX
• Intellectual
Property
• Partners
• Property
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Alignment: 4-Wheels Model
Business
Person
Structure Model
Strategic
Planning
Culture
Leadership
Resources
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PROJECT LEADERSHIP
C. Death by Meetings
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• Error #1: Solving the wrong
problem.
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• Error #2: Concentrate on
problems rather than the
Objective.
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• Error #3: Solving a 2-person
problem in a 20-person
committee.
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• Error #4: People wander off
the topic.
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“I vote for ice cream”
“We’d need several sauces, maybe a make-your-
own-sundae table. I could provide the nuts.”
“I’m allergic to chocolate. We need at least two
flavors.”
“I have a little ice cream maker. How much would it
cost to make homemade ice cream for a hundred
people? How about pistachio flavor?”
“Are you sure we want ice cream in December?
What about a special cake made in the shape of
a heart?”
“Everyone’s on a diet. Let us serve coffee and
salad.” ….

Managing Meetings
1. Why meet? Alternatives? 1. Reading faces and
2. Formal vs Informal emotions
Meetings 2. Who should Chair?
3. Agenda setting – putting 3. Pre reading materials
the pressure and preparation
4. Question Big and Small 4. Reporting (read before
items meeting, report
5. Focused vs. Wandering highlights, question small
– depending on type of stuff, what’s next?
meeting & objectives Support? Report Back?)
6. Powerful Secretary
(especially if Project)
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PROJECT LEADERSHIP
D. Character and Role Modeling
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Law of Excess and
Moderation
“The Good things that the leader
does in excess, the followers will
do in moderation.
The Bad things that the leader
does in moderation, the followers
will do in excess.”
John C. Maxwell
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Personal Notes on
Leadership
1. Create mood 1. Let others talk
2. Let staff shine 2. Hold your opinion
3. Momentum 3. Read emotions
4. Kindness, 4. Fun, Freedom,
Manners Expression
5. Role Modeling 5. Confidence, Cool
6. Paint Picture 6. Each their own
7. Staff success lives
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Final words…
“As for the best leaders, the people
do not notice their existence.
…when the best leader's work is
done the people say,
‘We did it ourselves!’ ”
Lao-tse
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Greatest Leadership
Lesson
Law of the Ping-Pong Ball
a.k.a. Law of Cause and Effect
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Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/