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"Sync to Swim" - 21st Century Leadership for Engineers and Project Managers

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"Sync to Swim" - 21st Century Leadership for Engineers and Project Managers

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Twenty-first century business requires agility--from teams, from institutions, and from leaders--and that agility comes from synchronized leadership. Using the “Synchronized Leader Model”, A/E/C organizations can move beyond mere management of resources toward true optimization of the needs of their Institutions, Project, and their People.

Twenty-first century business requires agility--from teams, from institutions, and from leaders--and that agility comes from synchronized leadership. Using the “Synchronized Leader Model”, A/E/C organizations can move beyond mere management of resources toward true optimization of the needs of their Institutions, Project, and their People.

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"Sync to Swim" - 21st Century Leadership for Engineers and Project Managers

  1. 1. Institution People Project Sync to Swim 21st Century Leadership for Engineers & Project Leaders Mickey Addison, Col, USAF, MSCE, PMP www.mickeyaddison.com
  2. 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. 3. 20th Century Management Theory Blake-Mouton Grid McGregor’s Theory X & Theory Y Maslov’s Hierarchy of Needs Hertzberg Two Factor Theory
  4. 4. Blake-Mouton (1964) Score reduces taking care of people and mission to “math”
  5. 5. McGregor’s Theory X-Theory Y (1960s) Leading people to accomplish a mission is not binary!
  6. 6. Maslow’s Hierarchy of Needs (1943)
  7. 7. Hertzberg’s Two Factor Theory (1960s) Motivators: • Recognition • Achievement • Personal growth Hygiene Factors • Status • Salary • Benefits • Working Conditions What about the mission???
  8. 8. The Leader Synch Model Institution People Project Sweet Spot! Leaders are responsible to the institutions for whom we work
  9. 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. 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. 11. Institutional Needs Leaders who serve the institution inspire confidence
  12. 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. 13. Project Needs • Deliverables • Schedules • Budgets • Stakeholders • Earned Value • Contracts Communications Risk Management Procurement Stakeholder Mgmt
  14. 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. 15. People Needs No shortcuts! Leaders have to know their people!
  16. 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. 17. Bringing It All Together A Project Manager is a LEADER The bigger the SWEET SPOT the HIGHER the PERFORMANCE
  18. 18. 21
  19. 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 22

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