Your SlideShare is downloading. ×
L eadership                                                                                   By Bob Prieto               ...
ChallengeOpportunity ImperativeWe must share the precepts                                         •	Always lend a hand.of ...
Another core aspect of our role as leaders is to nurture and groom                                                        ...
Upcoming SlideShare
Loading in...5
×

Leadership - Challenge, Opportunity, Imperative

212

Published on

Leadership may be one of the greatest challenges and opportunities facing construction and program managers today. It is an industry challenge but equally a challenge for each of us, and our firms, who are practitioners in this area. Its time is now, as we face growing challenges of complexity and scale as well as an uncertain external environment. One source places construction employment productivity at a 15 year low. This is not the hallmark of a leader.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
212
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
7
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Leadership - Challenge, Opportunity, Imperative"

  1. 1. L eadership By Bob Prieto Leadership may be one of the greatest challenges and opportunities facing construction and program managers today. It is an industry challenge but equally a challenge for each of us, and our firms, who are practitioners in this area. Its time is now, as we face growing challenges of complexity and scale as well as an uncertain external environment. One source places construction employment productivity at a 15 year low. This is not the hallmark of a leader. What is leadership? Leadership is about organizing a group of people to achieve As program and construction managers our leadership a common goal. A recent International Project Management roles do not stop with assuring top level objectives are Association (IPMA) presentation outlined the top reasons clearly defined and communicated. We must assure they that mega-projects underperformed. Topping the list cascade down through the organization, linked to each was lack of clearly articulated and well communicated task our teams undertake, and that good alignment objectives. This is a leadership failure since the responsibility exists at all levels.14 Advisor Fall 2012 of clear goal setting and communication must begin with company and program leadership. This is fundamental and Another core aspect of our role as leaders is to nurture as a profession we need to reduce the fumbling of such and groom the next generation of leaders. Here we must fundamentals. This finding by IPMA is fully consistent with provide more than just opportunity and mentoring. We my own experience and clarity and alignment around so must help instill the personal traits and contexts which called Strategic Business Objectives is one of the core areas foster strong leadership. to examine in a troubled or under performing project.
  2. 2. ChallengeOpportunity ImperativeWe must share the precepts • Always lend a hand.of the leadership: The offer to help, especially when the situation is bad, is a high risk personal decision. But the reward, which• Trust is earned slowly, but lost quickly. is trust earned, is worth it. Your kindergarten teacher’s Trust is the sine qua non of a leader. It is the basis for all admonishment to “hold hands when crossing the street” meaningful relationships and is necessary to develop the is still valid today. industry, client and internal team relationships that are a mark of leadership. In its simplest form it is about keeping • Deal with the hard stuff. your word. Honoring commitments you make no matter Don’t ignore the hard-to-do pile or avoid the difficult or how painful it is. It is about dealing fairly and never unpleasant decisions. DENIAL is not a strategy. operating unilaterally. • Do:• Communication must be continuous, Be a contributor. Truly own that opinion. Step forward. honest and complete. Make the unpleasant observation, but offer a constructive Leaders communicate, especially when it’s hard. They alternative. Take personal risks…remember you are 15 Advisor Fall 2012 communicate continuously, up, down, and sideways. responsible for your own success. Remember the laws of inertia and momentum. A body• Dignity is a human requirement. at rest tends to stay at rest and a body in motion tends If you start from the perspective of seeing the best in to stay in motion. Be a mover and a doer. people, you will.
  3. 3. Another core aspect of our role as leaders is to nurture and groom the next generation of leaders. Here we must provide more than just opportunity and mentoring. We must help instill the personal traits and contexts which foster strong leadership. Contribute professionally and personally. View ethical • Innovation – We must innovate, not only more but behavior as your only alternative. Build the knowledge also differently. An architect retains the intellectual of our industry, your firm, your project, your peers property (IP) right to his design while an engineer and most importantly, yourself to contribute to does not. Why not? And what about the program or continued leadership and development of your construction manager, who owns the IP on the improved own leadership abilities. work process? As a profession we would benefit from more “open innovation” but how do we create the As leaders we must also pave a path to the future so those standard contractual frameworks that our profession that we train and mentor will have somewhere to go. We will require so not every instance is bespoke? must challenge our weaknesses and exploit our strengths. We must address some of the issues which hold us back today in order to create significantly higher performance For more information contact Bob Prieto at tomorrow. There are many areas in which we can choose Bob.Prieto@Fluor.com. to lead but let me suggest just a few where I believe our profession can make a difference. • Corruption – This continues to be a debilitating factor in our industry. It is not just a question of law or moral imperative – it is just not good business. It adds to costs, distorts outcomes and increases the risks our profession and we, as professionals, take every day. • Planning fallacy – The tendency for people and organizations to underestimate how long they will need to complete a task, even when they have experience of similar tasks over-running. Often we allow project schedules and budgets to be “framed” in such a way that expectations are unrealistic and our opportunity Share your opinions on for success non existent. As professionals we need to CMAA’s Whiteboard push for more realistic expectations through use of techniques such as reference class forecasting. Each of these areas is important to us as professionals. Are these areas where • Management systems, processes, techniques CMAA should lead and if so how? and tools – This is what we do every day; we need Share your opinions with me better ways to achieve those objectives we set out to on CMAA’s Whiteboard at16 Advisor Fall 2012 accomplish. This is not about BIM or the latest and http://community.cmaanet.org. greatest spreadsheet or dashboard. It is about new approaches and new metrics that focus on precursors not history.

×