1.
Institution
People
Project
Sync to Swim
21st Century Leadership for
Engineers & Project Leaders
Mickey Addison, Col, USAF, MSCE, PMP
www.mickeyaddison.com

2.
“Management” vs. “Leadership”
What’s the Difference?
Management
 Arose from 19th and 20th
Century industrialization
 Purpose is efficiency
 Focus on allocation of
resources
 Optimize process to
produce a product
 People are a resource to
be expended
Leadership
 Pre-dates management by
thousands of years
 Purpose is effectiveness
 Focus on human motivation
 Optimize people to
accomplish a task
 People are a resource to be
cultivated

3.
20th Century Management Theory
Blake-Mouton Grid
McGregor’s Theory X & Theory Y
Maslov’s Hierarchy of Needs
Hertzberg Two Factor Theory

4.
Blake-Mouton (1964)
Score reduces
taking care of
people and mission
to “math”

5.
McGregor’s Theory X-Theory Y
(1960s)
Leading people
to accomplish a
mission is not
binary!

6.
Maslow’s Hierarchy of Needs
(1943)

7.
Hertzberg’s Two Factor
Theory (1960s)
Motivators:
• Recognition
• Achievement
• Personal growth
Hygiene
Factors
• Status
• Salary
• Benefits
• Working
Conditions
What about
the
mission???

8.
The Leader Synch Model
Institution
People
Project
Sweet
Spot!
Leaders are
responsible to the
institutions for whom
we work

9.
Case Study:
Tinian Divert Project
• US law applies
• Local, territorial,
Federal stakeholders
• Congressional
funding ($400M)
• Long history of
military in CNMI
Hawaii
Tinian
Guam

10.
Case Study: Tinian Divert Project
Stakeholders
• CNMI people
• CNMI Gov’t
• Congress
• OSD
• DLA
• USAF
• USMC
• FAA
• ASHP
• USFWS
• US EPA
• Land owners
• Tourist
industry

11.
Institutional Needs
Leaders who
serve the
institution
inspire
confidence

12.
Hawaii
Tinian
Guam
Case Study:
Tinian Divert Project
Institutional Needs
• Divert capability as
soon as possible
• Good relations with
local community
• Good relations with
Congress
• Minimal staff
resources
• Within Budget
• Follow the law

13.
Project Needs
• Deliverables
• Schedules
• Budgets
• Stakeholders
• Earned Value
• Contracts
Communications
Risk Management
Procurement
Stakeholder Mgmt

14.
Hawaii
Tinian
Guam
Case Study:
Tinian Divert Project
Project Needs
• Minimal staff
• Within Org Budget
• Follow the law
• Stay on schedule
• De-conflict w/
USMC CJMT project

15.
People Needs
No shortcuts!
Leaders have
to know their
people!

16.
Hawaii
Tinian
Guam
Case Study:
Tinian Divert Project
People Needs
• Minimize travel
• Negotiation skills
• Maximize time
• Build relationships
• Longevity with
project
• Training on NEPA
process + NEPA
expertise

17.
Bringing It All Together
A Project
Manager is a
LEADER
The bigger the
SWEET SPOT the
HIGHER the
PERFORMANCE

18.
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19.
How To Connect With Me
michael.a.addison@gmail.com
www.mickeyaddison.com
www.linkedin.com/in/mickeyaddison
@mickeyaddison
www.facebook.com/LeadHighPerformance
@mickeyaddison87
www.pinterest.com/mickeyaddison
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