Developing Project Management Leadership
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The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
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Developing Project Management Leadership
- 1. Developing ProjectDeveloping Project Management LeadershipManagement Leadership Leadership Development IsLeadership Development Is NotNot An OptionAn Option
- 2. Session ObjectivesSession Objectives • Define the core competencies of an effective Project Manger/Project Leader • Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team • Provide a framework for developing a personal leadership development plan • Promote teamwork and collaborative leadership
- 3. Describe the ideal Project Leader.Describe the ideal Project Leader. (what are the characteristics / behaviors of the(what are the characteristics / behaviors of the ideal Project Leader?)ideal Project Leader?) •_______________________________ •_______________________________ •_______________________________ •_______________________________
- 4. Key Items for planning your leadership development 1.Leaders must learn and apply new skills quickly to remain in sync with a rapidly changing business environment 2.Leaders must help others learn new skills 3.Project leaders must establish the appropriate frame of mind for development among themselves and their project team 4.Project Leaders must look ahead and change now to meet the changing, evolving, needs and demands of the project
- 5. Key Items for planning your leadership development 5. Project leaders should plan to partner with each area of their Project – Sponsors, Stakeholders – setting leadership expectations, establishing development goals, committing to a development process for the project team. 6. Establish personal development partnerships – Identify people who can help aspiring leaders within the team grow 7. Analyze GAPS – Goals and Values, Abilities, Perceptions, Success Factors 8. Prepare a plan for continued development
- 6. Project Leaders need more than a charter aProject Leaders need more than a charter a project plan and schedule to ensure theproject plan and schedule to ensure the success of their projectsuccess of their project •A plan for development of resources, potential leaders and selfself, is also critical for achieving strategic goals and sustaining the core competencies projects
- 7. •Leadership development is a learning effort that enhances the capacity to influence, motivate and inspire people. • Leading is setting direction and then motivating and guiding others to follow that direction. •A critical skill for project leaders is the ability to plan and manage their own learning.
- 8. Why did you decide to become a projectWhy did you decide to become a project leader?leader? • ______________________________ •_______________________________ •_______________________________ •_______________________________ •_______________________________
- 9. Self AssessmentSelf Assessment 1. I look at other people’s points of view before defining proposals 2. I always express my ideas with confidence and enthusiasm 3. I know my own strengths and work and use them to the fullest 4. I am clear about my goals before I arrive at a meeting 5. I stay calm and focused when presenting ideas to others 6. I choose my words with care and listen to what others have to say too. 7. I treat setbacks as learning opportunities rather than problems 8. I back up my ideas with reasons and hard evidence 9. I acknowledge the needs, interests, and values of others Always, Most of the time, Some times, Never
- 10. What are the core competencies and skills ofWhat are the core competencies and skills of today’s Project Management Leaders?today’s Project Management Leaders? • ______________________________ •_______________________________ •_______________________________
- 11. What are the core competencies and skills of today’s Project Management Leaders? •Empowerment •Motivating •Communication •Team Building •Coaching •Mentoring •Creative Thinking
- 12. Describe Leadership Characteristics • _____________________ • _____________________ • _____________________ • _____________________ • _____________________
- 13. ▫ VisionVision ▫ Knowledge ChampionKnowledge Champion ▫ Holistic PerspectiveHolistic Perspective ▫ Use of systematic processesUse of systematic processes and frameworks (The powerand frameworks (The power of visualization)of visualization) ▫ Effective communicatorEffective communicator ▫ Effective interactionEffective interaction ▫ OpennessOpenness ▫ InnovatorInnovator ▫ Encourage personal selfEncourage personal self developmentdevelopment ▫ Strong BeliefsStrong Beliefs ▫ OptimismOptimism ▫ CourageCourage ▫ TeamworkTeamwork ▫ PreparedPrepared ▫ ConfidentConfident ▫ PassionPassion ▫ Has ValuesHas Values ▫ CreativityCreativity ▫ HumilityHumility ▫ Planning / organizingPlanning / organizing ▫ Business SavvyBusiness Savvy Describe Leadership Characteristics
- 14. What are the greatest challenges today’sWhat are the greatest challenges today’s Project Leaders must deal with?Project Leaders must deal with? • ______________________________ •_______________________________ •_______________________________
- 15. Phrases that Murder Creativity, CreatePhrases that Murder Creativity, Create Dissention, and Foster AnimosityDissention, and Foster Animosity • _____________________ • _____________________ • _____________________ • _____________________ • _____________________
- 16. Phrases That Murder Creativity • That’s too radical • It’s contrary to policy • We must follow the rules • That’s not our area • I’m not creative • Won’t fit within the deadline • That’s too much hassle • It just won’t work • ______________ • ______________ • ______________ October 2007 - Research from Indiana University published in the Journal of Consumer Research found that while we tend to believe that we are capable of forming independent opinions, what other people think can influence our conclusions, with negative attitudes resulting in the biggest changes.
- 17. Leadership styles often depend on the values of the leader, the situation, the organizational structure, political issues, and culture of the organization. Leadership styles can motivate or … de-motivate
- 18. Leadership StylesLeadership Styles Describe leadership styles you haveDescribe leadership styles you have encountered as a Project Leader: (managerialencountered as a Project Leader: (managerial style, communications style, method ofstyle, communications style, method of working with others)working with others) •___________________ •___________________ •___________________ •___________________
- 19. Leadership Styles Project Management leaders carry out their roles in a wide variety of styles. These styles include: •Autocratic / Authoritarian •Democratic •Participatory •Laissez-faire (hands off) •Knowledge specialist •Charismatic •Transformational What other styles ofWhat other styles of Leadership have youLeadership have you experienced?experienced? Which of these is yourWhich of these is your preferred leadership stylepreferred leadership style??
- 20. Transformational LeadershipTransformational Leadership Assumptions: • People will follow a person who inspires them. • A person with vision and passion can achieve great things. • The way to get things done is by injecting enthusiasm and energy. Style • Passion and energy in everything they do • Caring about people and a sincere for others to succeed. Vision • A view of the future that will excite and attract potential followers • The leader completely buys into the vision.
- 21. Change before you have to! • Find incentives that will compel you to change •Changes in organizational climate •Business needs •Innovation •Career options
- 22. Change before you have to! •You must commit to relevant development goals and then invest time and effort •Your organisation leadership team must set clear expectations and provide support, resources, and incentives •Find development partners – coach, boss, mentor, colleague
- 23. Focus on your priorities • Identify personal, team, and project related development targets • Create development objectives in areas that will have the greatest tangible payback for yourself and your team. What do you really need now?
- 24. Focus on your priorities: GAPS Abilities How you see yourself Goals and Values What matters to you Perceptions How others see you Success Factors What matters to others From – Development First, Peterson, Hicks. Personal Development International
- 25. Consider your current capabilities and your future opportunities: 1. To do all aspects of my position well, I need to improve _______ 2. If I were better at _______, I would excel relative to my peers 3. If I improved _______, I would resolve an ongoing problem 4. Feedback from several sources indicate I should improve _______ 5. In the future, my project team will need more people who are good at _______ 6. To advance to the next level of leadership within my organization I should learn more about ______ 7. The reasons why I should continue my personal development include: ____________________
- 26. Creating a Leadership Development Plan • Leading yourself • Leading people • Leading small groups and teams • Leading organizations
- 27. Creating a Leadership Development Plan • Leading YourselfLeading Yourself – personal skills development •Decision making •Planning – establishing goals •Problem solving •Influencing others •Effectively leading yourself Personal productivity Assertiveness Self confidence
- 28. Creating a Leadership Development Plan • Leading peopleLeading people • Coaching • Delegating • Mentoring • Selling • Building trust • Managing conflict • Managing difficult people • Listening • Motivating • Sharing feedback
- 29. A Creating a Leadership Development Plan • Leading small groups and teamsLeading small groups and teams • Facilitation • Group based problem solving • Meeting management • Project Management • Team Building
- 30. A Creating a Leadership Development Plan • Leading OrganizationsLeading Organizations •Strategic Analysis •SWOT •Mission, Vision, Values, Goals •Organizational change
- 31. Prepare a Plan For Development • What are the two or three most important development goals you should work on? • What is the personal or organizational rationale that will keep you focused and motivated? • What new leadership behaviors are you planning to implement? • What situations, people, or events will trigger you to activate your new behaviors?
- 32. Prepare a Plan For Development • How will you reflect on your daily learning experiences and measure your progress toward achieving your goals and managing your priorities? • How will you assess the need to reevaluate your goals and priorities? • What information sources will you need to learn and apply your targeted new behaviors? • How will you obtain feedback about your progress?
- 33. What are the roadblocks? • What barriers or challenges may exist or may be encountered that could prevent you from achieving your goals? • What actions can you take or what strategies can be developed to overcome these barriers?
- 34. Roadblocks andRoadblocks and ChallengesChallenges Solutions, Strategies,Solutions, Strategies, ResponsesResponses
- 35. Implementing your plan Spend a few minutes each day on your personal development • Be an opportunist • Be proactive • Be creative • Take intelligent risks (venture into the unknown- take risks that have a reasonable chance for success but also have a reasonable measure of doubt) • Don’t be afraid to fail • Read about leadership • Observe other leaders Shoot for the moon! If you don’t get there at least you will be among the stars!
- 36. Implementing your plan • Seek feedback • Reflect on your actions and experiences • Ask questions and challenge assumptions • Ask yourself – What worked? What didn’t? Why • How can I do things differently • What progress have I made? • Be honest with yourself
- 37. Comments, Suggestions, Observations? How will you use the information from this session? What other topics would be useful to component leaders? What actions will you take to continue your professional development and enhance you component leadership?
- 38. Thank you for attending!Thank you for attending! Gus SabatinoGus Sabatino References:References: oDevelopment First – David B. Peterson Ph.D and Mary Dee Hicks Ph.D oLeader as Coach - David B. Peterson Ph.D and Mary Dee Hicks Ph.D oPDI Personal Decisions International oHBDI website – Herrmann Brain Dominance Instrument www.hbdi.com oFrank P. Saladis PMP, Chair – Ed SIG
Editor's Notes
- This is a brief exercise for the attendees to work in small groups. The idea is to establish a reference regarding the characteristics and traits of what other component leaders perceive to be an outstanding component leader. Many groups will develop similar lists. After none or two groups have reported their findings, ask other groups to add to what the previous groups had identified. 5 minutes to generate lists should be sufficient. The group feedback should take about 10 minutes.
- Elaborate on each point and, if desired, ask for input and observations about these points.
- Continue to elaborate on each key item. Invite comments and observations. You may ask about the challenges that are associated with each key point. GAPS – This is a process that allows the leader to determine what their specific goals are and what values and internal drivers affect behavior and judgment. The leader should evaluate their ,Abilities, their strengths and competencies and where they need improvement. Perceptions is about comparing how you see yourself and how others see you. Success factors – what will it take for the leader to succeed. How will the leader know they have achieved success?
- Emphasize that the Charter and Strategic plan should include a succession plan to ensure continued growth and success. The development of Project Leaders current and future should be a priority and should be ongoing.
- Leaders should develop their own plans for enhancing skills and become accustomed to continuous learning. Leaders set a direction and use their skills to influence others to follow that direction. The ability to motivate begins with a belief in one’s own vision and mission and enthusiastically showing others their commitment.
- Small group discussion. Each group generates a list of reasons. Then compare with the results of other groups. It is helpful to have someone keep summary notes of the input on a flipchart for reference later.
- This is a quick self assessment. It can be done by showing this slide and then asking the attendees to answer each question in their notebooks, Or this can be distributed as a hand out. A word document with these questions can be prepared in advance and copied.
- This is a 5 min exercise done in small groups. Each group identifies the core competencies of a component leader. Examples: Communicator – ask for specifics instead of generalities. What do you mean “good Communicator” Other examples – organized, understands business processes etc.
- Review this slide after obtaining feedback about the previous slide. If time permits, discuss these competencies. Ask for some personal experiences where these competencies were demonstrated.
- Ask the attendees to describe the characteristics of a leader. Ask someone to note the items form the attendees on a flipchart. Then compare their list to this list. Ask the attendees to assess themselves with this list and to start thinking about their own personal development.
- Ask the attendees to describe the characteristics of a leader. Ask someone to note the items form the attendees on a flipchart. Then compare their list to this list. Ask the attendees to assess themselves with this list and to start thinking about their own personal development.
- Can be a large group discussion or discussed in small groups. Large group will minimize the time required. Again, have someone keep notes about these challenges on a flip chart.
- Fun exercise. Ask the attendees, in small groups, to make a list of the top ten phrases that murder creativity and shut down collaboration and team work. This is fun and always gets a few laughs.
- Compare this list to the phrases generated in the previous exercise
- Discuss leadership styles. Ask for examples. Ask attendees to describe their own style of leadership How can leadership styles affect the operation and success of a component?
- Ask the attendees to reflect on their own leadership styles. What has been effective? What styles have they seen or experienced within PMI?
- Brief discussion about transformational leadership. These factors influence others and will help leaders develop strategies for influencing and inspiring others.
- Leaders must anticipate the future, understand trends, and make adjustments to remain in a leadership position. Look for opportunities to learn, find a mentor, ask “what if” questions. Ask yourself “ what must I learn to be ready for the future? What is changing and how can I prepare myself?
- Component leadership teams should develop plans for the continuing growth of current leaders. Identify opportunities for growth as a team and individually. Ask the attendees to describe the tangible payback that will be received by the chapter for investing in professional development
- Assess yourself. What are your strengths? What do you value? How do you see yourself? How do you know how other perceive you? What is most important to you as a component leader?
- This can be done as a large group exercise or as a handout. Ask the attendees to complete each statement. If there is time, ask a few people to share their thoughts.
- The next few slides focus on developing a leadership plan. Each of the four items are elaborated.
- These are questions each attendee can address individually. These questions can also be a handout.
- This could be a group exercise if there is time. Ask the attendees to identify roadblocks that will impede their progress or prevent them from executing their development plans.
- This is the Herrmann Brain Dominance Instrument (HBDI). It can be used to further discuss how individual styles can impact other people. Leaders should be aware of the different styles associated with people and be prepared to adjust to work effectively with these different styles.