This document discusses identifying good leaders and the challenges of leadership. It begins by outlining the objectives of promoting people aspects of project management. It then discusses what leadership entails and different leadership styles. It explores personal values and emotional intelligence as they relate to leadership. The document emphasizes the importance of personal resilience for leaders. It encourages reflection on one's own leadership identity and areas for development. Overall, the document examines what characterizes effective project leaders from different perspectives.

1. The leadership
challenge – is it
easy to identify
good leaders?
Midland Branch 20 July 2017
Russel Jamieson - Chair People SIG

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. 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. 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. 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. 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. Another way of looking at it…

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. 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. What does a project leader look like?
Where do you stand?

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. What does a project leader look like?

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. 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. Leadership Styles
Autocratic
BureaucraticDemocratic
Laissez Faire

16. More Leadership Styles
Transformational
TransactionalCreative
Corrective
Servant

17. Personal Values and Personal
Leadership Styles
Scenario 1: Late Delivery
Scenario 2: Corporate Hospitality

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. 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. 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. 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. 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. 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. 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. And Finally…