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Leadership, 20 July 2017

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Presentation given by Russel Jamieson on 20 July 2017 to the Midlands branch in Milton Keynes.

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Leadership, 20 July 2017

  1. 1. The leadership challenge – is it easy to identify good leaders? Midland Branch 20 July 2017 Russel Jamieson - Chair People SIG
  2. 2. Our primary objectives…  To promote the inclusion of people aspects of project management  Research and promote tools and techniques  Provide support for project leaders and teams  Provide support for performance improvement
  3. 3. Delivered through…  Building our reputation as a centre of excellence for people aspects of P3M delivery  Communications & publications using appropriate media including: – o Contributing to the APM BoK o SIG-specific guides (print & media) o Social media  Engaging with other SIGs & branches, the wider PM community and other ‘like- minded’ bodies and organisations outside the APM  Presentations & workshops  Proposing, conducting and encouraging research into people aspects of projects
  4. 4. Leadership Definition “Leadership is the ability to establish vision and direction, to influence and align others towards a common purpose, and to empower and inspire people to achieve success.” APM BoK 6th edition
  5. 5. Where is the challenge?  Diverse stakeholders  Transient teams  Inconsistent levels of support/interest  New and novel products  New and novel methods  New customers  New suppliers  Diverse/conflicting Political and political agendas  Human nature
  6. 6. Leaders lay the foundations of programme success Why programmes succeed Why programmes succeed Experience of large numbers of major programmes This may affect other programmes BELIEF Programme failure The programme remembers the business is usually correct The programme remembers the business is usually correct Front LineFailure Business and main supplier are aligned Business and main supplier are aligned Objectives of business and main supplier allowed to drift apart • Failure to recognise what drives supplier and customer • Zero -sum game – not win - win • Building individual defences, rather than mutual success No Alignment Programme management with a focus on benefits delivery Programme management with a focus on benefits delivery Dependencies and Risks are documented not managed Tacit assumption of slippage Milestones are too distant to highlight slippage Decision making process that makes decisions and sticks to them Decision making process that makes decisions and sticks to them End Goal is clearly defined and understood End Goal is clearly defined and understood Failure occurs when money Runs out Too few islands of stability No contingency planning
  7. 7. Another way of looking at it…
  8. 8. What we are going to cover  Is it easy to identify good leaders? – What does a project leader look like? – Leadership styles – Personal values and personal leadership approaches – Emotional intelligence – Personal resilience
  9. 9. What does a project leader look like? Optimist Realist Visionary Discerning Supportive Encouraging Charismatic Transformational Humble Proud Innovative Habitual Calm Laid Back Direct Forthright Strategic Tactical Intuitive Reasoned Inspirational Powerful
  10. 10. What does a project leader look like? Where do you stand?
  11. 11. PPM Leadership To be a successful leader you need:  The right level of training and capabilities  A network of peers to support you  Continuous professional development  To learn from experience  Confidence in your professional heuristics (processes or methods)  A set of tools to assist you  Determination and resilience To be a successful leader you must support your colleagues through:  Capability building and training  Providing peer support  Encouraging ongoing learning  Sharing your experiences  Helping to create more Master Builders  Sharing your tools and how best to use them  Mentoring and coaching
  12. 12. What does a project leader look like?
  13. 13. Why should others follow? Do You:  Promote and uphold the project vision, reinforce positive relationships, build an environment that supports effective team work, raise morale and empower and inspire others to follow throughout the lifecycle of the project?  Determine what leadership style is appropriate for particular situations, individual or group, and adapt your style as appropriate?  Create an environment which encourages high performance and enables team members to reach their full potential?  Gain the trust, confidence and commitment of others and utilise collaboration throughout the lifecycle to ensure continued momentum of the project?  Build and maintain the motivation of the team throughout the project?  Agree SMART performance objectives for the team and individuals which are regularly reviewed and monitored to provide prompt and constructive feedback? and  Identify and address development needs of the team and self? APM Competence Framework – BC03 Leadership
  14. 14. Why do others follow? Never forget followers have their own identity Rational Hopes of gaining money, status, power, or entry into a meaningful enterprise and our fears that we will miss out if we don’t. Unconscious Motivations These lie outside the realm of our awareness and, therefore, beyond our ability to control them.
  15. 15. Leadership Styles Autocratic BureaucraticDemocratic Laissez Faire
  16. 16. More Leadership Styles Transformational TransactionalCreative Corrective Servant
  17. 17. Personal Values and Personal Leadership Styles Scenario 1: Late Delivery Scenario 2: Corporate Hospitality
  18. 18. Emotional Intelligence The five domains  Knowing your emotions  Managing your own emotions  Motivating yourself  Recognising and understanding other people's emotions  Managing relationships. Daniel Goleman's - Emotional Intelligence
  19. 19. Personal Resilience Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems or workplace and financial stressors. It means "bouncing back" from difficult experiences. American Psychological Association
  20. 20. Personal Reflection  What’s my identity as a leader ?  What’s my identity as a follower ?  Have I got emotional intelligence ?  Is there balance in my personal resilience, performance and wellbeing ?
  21. 21. In summary  Is it easy to identify good leaders? – What does a project leader look like? – Leadership Styles – Personal Values and personal leadership approaches – Emotional Intelligence – Personal Resilience
  22. 22. Follow APM online LinkedIn The Association for Project Management (Official group) Facebook Association for Project Management Twitter @APMProjectMgmt @APMEvents Slideshare slideshare.net/assocpm Google+ Association for Project Management YouTube youtube.com/APMProjectMgmt
  23. 23. Contact the APM People SIG… Email peoplesig@apm.org.uk Web https://www.apm.org.uk/community/people-sig Twitter https://twitter.com/PeopleSIG @PeopleSIG #peoplesig
  24. 24. People SIG – upcoming joint conference  North West branch Conference - Project manager to leader - Collaborating, Influencing and Conflict Management Alderley Edge Tuesday 10 October from 9am – 6:15pm with Stephen Carver, People Deliver Projects, Sarah Coleman, Ingrid Facius, Andrew Bell and David Liddle https://www.apm.org.uk/event/north-west-branch- conference-2017/ For full nationwide programme of good practice events visit https://apm.org.uk/events
  25. 25. And Finally…

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