Criteria of a Successful Project Leader

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M2 Asia ESSENTIAL PROJECT MANAGEMENT
SKILLS FOR THE PUBLIC SECTOR

Criteria of a Successful Project Leader
• Leadership styles that suit your organizational structure
• Motivational strategies to win trust and commitment from your team
• People management strategy to enhance the deliverable of the projects
• Guiding the project team to success through effective leadership
• Setting a leadership benchmark for others to follow

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Criteria of a Successful Project Leader

  1. 1. CRITERIA OF A SUCCESSFUL PROJECT LEADER (How to get things done…) Case Studies, Concepts and Debatable Ideas Kenny Ong CNI Holdings Berhad www.myCNI.com.my www.OOBEY.com
  2. 2. Intro: CNI 1. 20 years old 2. Core Business: MLM 3. Others: Contract Manufacturing, F&B Retail, Export/Trading, eCommerce, Shared Services 4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan, Oman, United States, Vietnam 5. Staff force: ± 500 6. Distributors: 200,000 7. Products: Consumer Goods and Services www.myCNI.com.my www.OOBEY.com
  3. 3. Introduction to Project Leadership Biggest Mistakes and Skills Required www.myCNI.com.my www.OOBEY.com
  4. 4. Mistakes made and why things don’t get done 1. Too many things and 1. Not willing to take risks unrelated to objective 2. Easily give up 2. Mistaking Activities as 3. Not resourceful enough Results 4. Thinking “I am right” 3. Act glory and glamour 5. Thinking “Why it can’t be without achieving done” vs. solutions for anything first end-objective 4. Overly ambitious due to 6. Doing the same thing inflated ego over and over again and 5. Wrong person, wrong expecting different results job www.myCNI.com.my www.OOBEY.com
  5. 5. Skills Required Team Facilitation & Management People Chairing Skills Leadership Time Styles Management Project Communication Management Decision Problem Making Solving www.myCNI.com.my www.OOBEY.com
  6. 6. What is covered today… Team Facilitation & Management People Chairing Skills Leadership Time Styles Management Project Communication Management Decision Problem Making Solving www.myCNI.com.my www.OOBEY.com
  7. 7. Four Criteria of Successful Project Leadership A. Situational Leadership and Leadership Styles B. How to get things done… C. Death by Meetings D. Character and Role Modeling www.myCNI.com.my www.OOBEY.com
  8. 8. PROJECT LEADERSHIP A. Situational Leadership and Leadership Styles www.myCNI.com.my www.OOBEY.com
  9. 9. What is your Business Model? •Google •Air Asia USP •Tata Nano Market Profit Model Discipline www.myCNI.com.my www.OOBEY.com
  10. 10. Leaders vs. Business Model Product "They are the most innovative" Leadership "Constantly renewing and creative" "Always on the leading edge" Customer Operational Intimacy Excellence "Exactly what I need" "A great deal!" Customized products Excellent/attractive price Personalized communications Minimal acquisition cost and "They're very responsive" hassle Preferential service and Lowest overall cost of flexibility ownership Recommends what I need "A no-hassles firm" "I'm very loyal to them" Convenience and speed Helps us to be a success Reliable product and service www.myCNI.com.my www.OOBEY.com
  11. 11. Leaders vs. Business Model: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995 Ref: The Discipline of Market www.OOBEY.com
  12. 12. Leaders vs. Business Model: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995 Ref: The Discipline of Market www.OOBEY.com
  13. 13. Leaders vs. Business Model: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995 Ref: The Discipline of Market www.OOBEY.com
  14. 14. Leaders vs. Business Model: Disciplines, Priorities, and KPIs Operational Product Leadership Customer Intimacy Excellence • New, state of the • Management by • Competitive price art products or Fact • services Error free, • Easy to do reliable • Risk takers business with • Fast (on • Meet volatile • Have it your way demand) customer needs (customization) • Simple • Fast concept-to- • Market segments • counter of one Responsive • • Never satisfied - • Proactive, Consistent obsolete own and flexible information for competitors' all • Relationship and products • consultative Transactional • Learning selling • 'Once and Done' organization • Cross selling www.myCNI.com.my www.OOBEY.com
  15. 15. The McPlaybook* Make it easy to eat Make it easy to prepare • 50% drive-thru • High Turnover • Meals held in one • Tasks simple to learn hand & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new • Tests new products products for Cooking Times • Monitored field tests *Adapted from: Businessweek , Februrary 5th 2007 www.myCNI.com.my www.OOBEY.com
  16. 16. Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995 Ref: The Discipline of Market www.OOBEY.com
  17. 17. Leadership Extremes • Have you experienced such a Boss? HERO MICRO MACRO IDIOT www.myCNI.com.my www.OOBEY.com
  18. 18. Leaders vs. People Situations High Supportive S3 S2 S4 S1 Low High Directive Able Able Unable Unable Willing Unwilling Willing Unwilling D4 D3 D2 D1 www.myCNI.com.my www.OOBEY.com
  19. 19. Leaders vs. People Situations High Supportive S3 S2 S4 S1: TELLING S1 Specific Directions Close Supervision Low High Directive Able Able Unable Unable Willing Unwilling Willing Unwilling D4 D3 D2 D1 www.myCNI.com.my www.OOBEY.com
  20. 20. Leaders vs. People Situations High S2: CONSULTING Explain Decision Supportive S2 S3 Solicit Suggestion S4 Direct Tasks S1 Low High Directive Able Able Unable Unable Willing Unwilling Willing Unwilling D4 D3 D2 D1 www.myCNI.com.my www.OOBEY.com
  21. 21. Leaders vs. People Situations High S3: PARTICIPATING Collaborative Decisions Supportive Support Tasks S2 S3 S4 S1 Low High Directive Able Able Unable Unable Willing Unwilling Willing Unwilling D4 D3 D2 D1 www.myCNI.com.my www.OOBEY.com
  22. 22. Leaders vs. People Situations High Supportive S3 S2 S4: DELEGATING S1 S4 Turns over Decisions & Responsibilities for Tasks Low High Directive Able Able Unable Unable Willing Unwilling Willing Unwilling D4 D3 D2 D1 www.myCNI.com.my www.OOBEY.com
  23. 23. PROJECT LEADERSHIP B. How to Get Things Done… www.myCNI.com.my www.OOBEY.com
  24. 24. …Mindset 1. If I don’t get it done, 1. Partnerships win – they will get some else always someone else to do it wants what you have 2. Overall/Ultimate end- and vice versa objective 2. There are always 3. Accountability people better than 4. Expect enemies you 5. Positive persistence 3. Learn, before you 6. Failure acceptance need it 7. Ready to Sacrifice 4. There will always be jerks in your way www.myCNI.com.my www.OOBEY.com
  25. 25. …Self 1. Understand and use 1. Know when to give up Buy-in when it’s not worth it 2. Momentum 2. Lose the battle, win the 3. Back up – Plan B war 4. Build your network 3. Sensitive communication before you need it 4. Partner your 5. Work around obstacles weaknesses 6. Dig for resources 5. Trust your gut instincts 7. Focused on Results, not activities sometimes (thru experience) 8. Control and utilize Emotions 6. Perfect Time Management skills www.myCNI.com.my www.OOBEY.com
  26. 26. …through Others 1. Paint the picture 1. Communication: 2. Reward and Repetition and Punishment Emphasis 3. Praise & Recognition 2. Urgency (what if not done?) 4. Freedom α Maturity 5. Modeling 3. Prioritize, Focus 4. Leading and Lagging Indicators -> Results 5. Motivation = Hope and Control www.myCNI.com.my www.OOBEY.com
  27. 27. …through Others 1. Hire/Fire (who you 1. Use 3rd Party fire determines who 2. Little Steps – building you keep) blocks 2. < 80% certainty decisions, pass to 3. Independent the team successes 3. Set Guiding 4. Sponsor your Principles weaknesses 4. Set Boundaries 5. Let mistakes happen to learn www.myCNI.com.my www.OOBEY.com
  28. 28. Communication SF LINA Listen with interest and praise make the person feel Important use their Name Ask questions www.myCNI.com.my www.OOBEY.com
  29. 29. Influence SF PASSE Praise and encourage Ask questions allow the person to Save Face use SMART goals Encourage small improvements www.myCNI.com.my www.OOBEY.com
  30. 30. Motivating Others Hope Control www.myCNI.com.my www.OOBEY.com
  31. 31. Motivating Others Passion Job Delegation Talent Growth Minimum Motivation Target: 2 out of 4 www.myCNI.com.my www.OOBEY.com
  32. 32. Teamwork SF CORE ÷ WL Communication common Objectives Role Enemy Weakest Link www.myCNI.com.my www.OOBEY.com
  33. 33. Alignment: 4-Wheels Model Business Person Structure Model Strategic Planning Culture Leadership Resources www.myCNI.com.my www.OOBEY.com
  34. 34. Alignment: Framework Culture • Focus point • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making www.myCNI.com.my www.OOBEY.com
  35. 35. Alignment: Framework Structure • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized & Empower www.myCNI.com.my www.OOBEY.com
  36. 36. Strategy: Framework Leadership • Role modeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B, Promotions • Sense of Urgency • Speak regularly about Performance www.myCNI.com.my www.OOBEY.com
  37. 37. Strategy: Framework • Recognition Person • Recruitment • Training • Profit sharing • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control) www.myCNI.com.my www.OOBEY.com
  38. 38. Strategy: Framework Enablers Resources • Technology • Equipment Funding • Materials • CAPEX • Human • OPEX • Intellectual Property • Partners • Property www.myCNI.com.my www.OOBEY.com
  39. 39. Alignment: 4-Wheels Model Business Person Structure Model Strategic Planning Culture Leadership Resources www.myCNI.com.my www.OOBEY.com
  40. 40. PROJECT LEADERSHIP C. Death by Meetings www.myCNI.com.my www.OOBEY.com
  41. 41. • Error #1: Solving the wrong problem. www.myCNI.com.my www.OOBEY.com
  42. 42. • Error #2: Concentrate on problems rather than the Objective. www.myCNI.com.my www.OOBEY.com
  43. 43. • Error #3: Solving a 2-person problem in a 20-person committee. www.myCNI.com.my www.OOBEY.com
  44. 44. • Error #4: People wander off the topic. www.myCNI.com.my www.OOBEY.com
  45. 45. “I vote for ice cream” “We’d need several sauces, maybe a make-your- own-sundae table. I could provide the nuts.” “I’m allergic to chocolate. We need at least two flavors.” “I have a little ice cream maker. How much would it cost to make homemade ice cream for a hundred people? How about pistachio flavor?” “Are you sure we want ice cream in December? What about a special cake made in the shape of a heart?” “Everyone’s on a diet. Let us serve coffee and salad.” ….
  46. 46. Managing Meetings 1. Why meet? Alternatives? 1. Reading faces and 2. Formal vs Informal emotions Meetings 2. Who should Chair? 3. Agenda setting – putting 3. Pre reading materials the pressure and preparation 4. Question Big and Small 4. Reporting (read before items meeting, report 5. Focused vs. Wandering highlights, question small – depending on type of stuff, what’s next? meeting & objectives Support? Report Back?) 6. Powerful Secretary (especially if Project) www.myCNI.com.my www.OOBEY.com
  47. 47. PROJECT LEADERSHIP D. Character and Role Modeling www.myCNI.com.my www.OOBEY.com
  48. 48. Law of Excess and Moderation “The Good things that the leader does in excess, the followers will do in moderation. The Bad things that the leader does in moderation, the followers will do in excess.” John C. Maxwell www.myCNI.com.my www.OOBEY.com
  49. 49. Personal Notes on Leadership 1. Create mood 1. Let others talk 2. Let staff shine 2. Hold your opinion 3. Momentum 3. Read emotions 4. Kindness, 4. Fun, Freedom, Manners Expression 5. Role Modeling 5. Confidence, Cool 6. Paint Picture 6. Each their own 7. Staff success lives www.myCNI.com.my www.OOBEY.com
  50. 50. Final words… “As for the best leaders, the people do not notice their existence. …when the best leader's work is done the people say, ‘We did it ourselves!’ ” Lao-tse www.myCNI.com.my www.OOBEY.com
  51. 51. Greatest Leadership Lesson Law of the Ping-Pong Ball a.k.a. Law of Cause and Effect www.myCNI.com.my www.OOBEY.com
  52. 52. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable. blogspot.com/

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