Engineering Leadership Module

1. Dr. Joseph Berlin P. Juanzon CE, MBA, MSCM

2. Leadership is a core competency for
executives but should it be also a
core competency for project
managers?

3. Why isn’t management enough?
Project managers are driven toward
producing what they promise, and
cannot do so if no one is willing to
follow their directives.

4. Management and Leadership
Management is charged with
producing and maintaining a degree of
predictability and order.
Leadership is charged with producing
change.

5. Management and Leadership
Leaders are people
oriented, whereas
managers are task
oriented.
Leaders inspire,
whereas managers
organize.

6. Management and Leadership
Leaders inspire teams.
Leaders resolve issues with
unquestioned authority, and ultimately
lead successful projects.
Leaders can venture outside the normal
and defined comfort zones.

7. The CVME basics
Clarity
Vision
Motivation
Execution

8. The CVME basics
Clarity – in all actions
Vision – build a shared vision of
success and what it will take to achieve
it
Motivation – of the team
Execution – deliver results

9. Clarity
Be honest and play fair. Manipulation
and misrepresenting facts destroys a
leader credibility.
Give team members clear rules of the
game.
Never create false expectations.

10. The CVME basics
 Clarity – in all actions
 Vision – build a shared vision of success and
what it will take to achieve it
 Motivation – of the team
 Execution – deliver results

11. Vision
 Leaders see the big picture
 Create a vision for your team and make sure that
the vision is always on the mark and is being acted
upon.
 Must understand what is the right balance for all
stakeholders’ needs and keep them in sync.
 Leaders must understand customers’
requirements, address their changing needs and
manage the dynamics of those changes. Here;
flexibility and adaptability is part of having the
vision.
 Emphasize vision, not supervision

12. Vision
Achieving the right balance involves
balancing scope, schedule, cost, quality, risk
and human resources requirements.
Leaders ask the tough questions and
challenge others to come up with the
answer.

13. The CVME basics
Clarity – in all actions
Vision – build a shared vision of
success and what it will take to achieve
it
Motivation – of the team
Execution – deliver results

14. Motivation
 Show respect - Being a leader is all about building
respect among people with varying levels of status
and authority.
 Instill confidence – Remember that good project
managers are confident enough to surround
themselves with people smarter than they are.
 Provide growth opportunities - Give your team the
desire to improve their performance.
 Aspire - Engage the hearts, minds, bodies, and
spirits of people.
 Coach

15. Motivation
Coaching:
 Read 10%
 Listen 20%
 See 30%
 Listen/See (TV) 50%
 Discuss 70%
 Act 80%
 Teach / share with others /
coach 95%

16. The CVME basics
 Clarity – in all actions
 Vision – build a shared vision of success and
what it will take to achieve it
 Motivation – of the team
 Execution – deliver results

17. Execution
 When a team lacks cohesion, failures and
weakness shine. The goal is to keep a team
focused on handling all of the individual
tasks
 Facilitate
 Know what works with different people
 Know that projects rarely fail due to a lack of
technical competence.

18. Execution
 You can’t always please everyone, so learn
how to navigate multiple priorities and
make strategic decisions.
 A good leader never micromanage.
 Empower the team to make decisions,
especially when a decision calls for a
specialized technical knowledge.
 Employees must have no fear of failure

19. Execution
 It is easy to focus on the technical side of things
when making project decisions but you must focus
on the human element as well. The best leaders
make decisions based 75% on their own judgment
and 25% on input.
 Even if you know your own mind and are certain
you are making the right choice, seek the input of
your team.

20. Execution
 People want you to involve them and be a strong
leader.
 If making a strategic decision means overriding
stakeholders’ requests you can still make the right
choice for the project while demonstrating respect
for their wishes.

21. Bill Stewart
“Leadership is not a job title”

22. Sam Walton
“Outstanding leaders go out of their
way to boost the self-esteem of
their personnel. If people believe
in themselves, it’s amazing what
they can accomplish.”

23. Jack Welch
“The art of leading comes down
to one thing: Facing reality, and
then acting decisively and
quickly on that reality.”

24. Leaders versus Losers
 Leaders confront and resolve
issues.
 Get deeply inside the problem.
 Feel strong enough to be
friendly with other people.
 Respect people who are more
able than they are and try to
learn from them.
 Recognize that other people can
have abilities.
 Look for answers.
 Loser complain and whine.
 Try to "work around" the
problem but are always running
against it.
 Rarely feel friendly toward other
people.
 They either feel their
weaknesses or behave as small
tyrants.
 always look for others'
weaknesses.
 Look for excuses.

25. Leaders versus Losers
Write additional comparison points
between leaders and losers.

26. Leadership in summary
Creating, communicating, and implementing vision.
 Creating the vision – a clear direction, a scope, an
agenda of work.
 Communicating the vision – developing the team,
aligning people, ensure acceptance, lining people
up towards the vision.
 Implementing the vision – energize people to
overcome hurdles.

27. Brilliant Leaders
 Balance their teams’ goals with organizational
strategy.
 Know when to rely on instinct over rigid
conformance to rules and strive to inspire their
team members
 Capitalize on opportunities for growth during
change
 Understand the significance of showing respect to
others to get it in return
 Persevere past the pain until desired results are
achieved

28. The light side!

29. Thank you