Leadership
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The goal of this presentation is to re-evaluate our approach to work and life and discuss the leadership approach to do things with bigger satisfaction for ourselves and people around, to reveal leadership as a key reason of success in any endeavor and learn how we can achieve it. Training Content: - What is “Leadership”? - Why do we need leaders? - Test “Who is Leader?” - Why should we lead? Should we lead if we do not feel like? - How should we grow professionally faster and bring additional value for ourselves and the company? - How can we be leaders? - What to start from? - What to avoid? - Leader vs. Performer vs. Boss vs. Follower - Leadership Style
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Leadership
- 2. INTRO
- 3. WHY ARE YOU HERE?
- 4. TYPICAL PROJECT… WHO IS LEADER? Why Me? Who Else if not Me?
- 5. WHY DO YOU NEED IT? Destiny State of soul Way of life Fulfillment
- 6. LEADERSHIP Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.
- 10. QUESTION Which of the following leadership traits is MOST important for a project manager? A. Communication B. Team building C. Technical expertise D. Project control
- 11. WHAT IS COMMUNICATION? Speak to express, not to impress (English proverb) Act Feel Empathy
- 13. CLEAR VISION The best way to predict the future is to invent it. Alan Kay Energy Confidence Success Radiation Positive Thinking Panoramic view of future as memory about future ;) If you think you can, you can. And if you think you can't, you're right. Mary Kay Ash The job of the leader is to be a "dispenser of enthusiasm.“ Benjamin Zander
- 14. WHAT IS LEADERSHIP? Leadership – medication against insanity Chaos – environment for leaders Except negative events to act as a leader Energy – base of leadership Enthusiasm Clear view of future and target Benjamin Zander said it best: The job of the leader is to be a "dispenser of enthusiasm.“
- 15. LEADER VS. PERFORMER? Clearness Order Accuracy Punctuality
- 16. LEADER VS. BOSS The power (manager, supervisor, lead) does not make you a leader, it simply makes you the boss Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around
- 17. LEADER VS. MANAGER Managers have subordinates Leaders have followers Charismatic, transformational style People focus Seek risk Authoritarian, transactional style Work focus Seek comfort
- 18. LEADER VS. MANAGER Managers focus on Leadership focuses on Goals & objectives Vision Telling how and when Selling what and why Shorter range Longer range Organization & structure People Autocracy Democracy Maintaining Developing Conforming Challenging Administrating Innovating Directing & Controlling Inspiring trust Consistency Flexibility Risk-avoidance Risk-opportunity
- 19. LEADER VS. MANAGER Leadership Management Leaders manage and managers lead, but the two activities are not synonymous…. Management functions can potentially provide leadership. Leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage. They overlap, but they are not the same. Leadership Management Leadership Management
- 20. LEADER VS. MANAGER: PMI VIEW PMI states that PM should have strong leadership and negotiating skills, however PMBok® concentrates around administration, direction and control rather than innovation and inspiration. PM Personal Performance Knowledge 1. Quality Management Perform Quality Assurance 2. HR Management Develop & Manage Project Team 3. Communication Management Manage Stakeholder Expectation 4. Risk Management Risk Identification IS NOT ALL ABOVE ABOUT LEADERSHIP?
- 21. LEADER VS. MANAGER Technical Leader Simply TL Project Leader; Architect Generally could write the software if necessary, but it isn't an appropriate use of their time Project Manager Don't contribute or review code, but actively participate in functionality and technical discussions Project Manager for staff augmentation projects Possibly PMP, can't actively participate in technical discussions, and can only lightly participate in functional discussions
- 22. TEST
- 23. HOW ELSE CAN I CONVINCE THEM?
- 24. LEADERSHIP STYLE Leadership style varies from autocratic to democratic. Shared leadership involves team members taking most of the decisions. It encourages team development.
- 25. STYLES OF LEADERSHIP Autocratic (Authoritarian) • I want both of you to. . . Bureaucratic (Procedural) • Following certain standard or procedures Democratic (Participative) • Let's work together to solve this. . . Laissez-Faire (Delegative) • You two take care of the problem while I go.
- 30. WHAT IS THE BEST?
- 31. NEXT STEPS
- 32. WHAT TO START FROM? When leaders make a mistake, they say, "I was wrong.“ When followers make mistakes, they say, "It wasn't my fault.“ A leader works harder than a follower and has more time; A follower is always "too busy" to do what is necessary. A leader makes and keeps commitments; A follower makes and forgets promises. A leader says, "I'm good, but not as good as I ought to be;" A follower says, "I'm not as bad as a lot of other people." Leaders feel responsible for more than their job; Followers say, "I only work here." A leader says, "There ought to be a better way to do this;" Followers say, "That's the way it's always been done here."
- 33. WHAT TO START FROM? Belief, Optimism, Trust, Confidence, Positive thinking, Inspiration Collaboration, Delegation, Delegate Completely Recognize potential; Find strength in others, not weakness Help to fill gaps; guide, not manage; Articulate Direction Fix the process, not people; Learn and do; Start over Ignore demotivated folks
- 34. WHAT TO AVOID Complaining, Complaining, Complaining (WRONG customer, PM, team, project, company, time, solar system, etc.) Panic Finding faults with others Gossip, negative conversations Finding reasons why something is impossible Demotivated folks
- 35. SUMMARY
- 36. THANK YOU
Editor's Notes
- Коментар про професора, нобелівського лауреата щодо експеременту з достроковим звільненням вязнів
- We live in competitive market…
- Життя під девізом....Чи уникаєте ви тасків?Чи уникаєте важких тасків, викликів?
- СТАН ДУШІ, ПОКЛИКАННЯ, ДИВІЗ,.........Дайте відповідь для себе ЧОМУ?А куди далі?Більше грошейМене ніхто не питавВідповіді не правильніІнші напрямкиГрошей меншеІнші напрямкиЯКА ПРАВИЛЬНА?
- cohesive – згуртованийcoherent – цілісний, яснийМаніпулювання – позитивЦілі вигідні УСІМ
- What is good in manipulation? – beneficial for all!!!Manager is a liar? – NOWAY!!!
- Traits = характерна риса, особливістьAs project managers spend 90 percent of their time communicating, the correct choice must be A.
- Запам”ятайте прислів”яЗапізнення на мітингЯк говорити?Приклад – ВМСократЯ знаю ВСЕ...Лайт вік
- Студіки на проектіНейрофізіологіяAlan Curtis Kay (born May 17, 1940) is an Americancomputer scientist, known for his early pioneering work on object-oriented programming and windowinggraphical user interface design, and for coining the phrase, "The best way to predict the future is to invent it." He is the president of the Viewpoints Research Institute, and an Adjunct Professor of Computer Science at the University of California, Los Angeles. He is also on the advisory board of TTI/Vanguard. Until mid 2005, he was a Senior Fellow at HP Labs, a Visiting Professor at Kyoto University, and an Adjunct Professor at the Massachusetts Institute of Technology (MIT).[1]Mary Kay Ash (May 12, 1918 – November 22, 2001) was an American businesswoman and founder of Mary Kay Cosmetics, Inc.
- Insanity –божевілляЛідерство в політичному масштабі......“Як я міг себе проявити?”“Тому проекту нічого не могло допомогти”“Все пропало” – не лідер
- Вчасно зроблені таски
- Before we get started, lets define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader, it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.
- 2 weeks ahead of schedule http://changingminds.org/disciplines/leadership/articles/manager_leader.htmTransformational LeadershipPeople 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.StyleWorking for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.Developing the visionSelling the visionFinding the way forwardsLeading the chargeTransactional LeadershipPeople are motivated by reward and punishment.Social systems work best with a clear chain of command.When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.The prime purpose of a subordinate is to do what their manager tells them to do.
- http://www.maxwideman.com/papers/leader/leadermanager.htmLeader vs. ManagerIs there a difference between a project leader and a project manager? A project manager can be described as the person responsible for directing and coordinating human and material resources, but this definition tends to focus on the administrative aspects of project work. However, the authors see a distinction between the style of leaders and managers according to their primary focus. The respective positions of leaders and managers on a number of issues are shown listed in Table 2.[8][9][10] It is a truism that leadership focuses on doing "the right things" while managers focus on doing "the things right".
- PMBok 4.1 Knowledge. This refers to what the project manager knows about project management..2 Performance. This refers to what the project manager is able to do or accomplish while applyingtheir project management knowledge..3 Personal. This refers to how the project manager behaves when performing the project or relatedactivity. Personal effectiveness encompasses attitudes, core personality characteristics andleadership—the ability to guide the project team while achieving project objectives and balancingthe project constraints.http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1122The industry competency standard set by the Project Management Institute® in the Project Manager Competency Development (PMCD) Framework is a great milestone in the direction of enhancing the leadership attributes needed in project mangers of the future. The standard defines three key dimensions for competence. A PM Knowledge Competence, a PM Performance Competence, and a PM Personal Competence. In other words we are talking about knowledge, skills, and behaviors. The first two competencies are very important for project managers and are well covered through the training and application of the 9 knowledge areas of project management across the 5 process groups, as properly described in the PMBOK® Guide by the Project Management Institute. Most of this knowledge and skills could be trained and practiced well on the job. The harder element that makes the most impact is the behavior side. It is the element that also shapes the leader side of the project manager.9.3 Develop Project Team—The process of improving the competencies, team interaction, and theoverall team environment to enhance project performance.9.4 Manage Project Team—The process of tracking team member performance, providing feedback,resolving issues, and managing changes to optimize project performance.Tools & TechniquesQA.1Process AnalysisHR.3 Team-building activities.6 Recognition and rewardsHR.1 Observation and conversation.2 Project performanceappraisals.3 Conflict management.4 Issue log.5 Interpersonal skillsRisk.2 Information Gathering Techniques (• Brainstorming., • Delphi technique., • Interviewing.)
- http://www.projectsmart.co.uk/project-leader-manager-or-monitor.htmlProject Leaders: Command the technical respect of the development team and the business respect of the client. Generally could write the software if necessary, but it isn't an appropriate use of their time. Nonetheless, they frequently review code and occasionally contribute something because they just can't help themselves.Project Managers: Typically have experience in either the client's business or general software development, but augment that with specific training in project management tools and principles. Don't contribute or review code, but actively participate in functionality and technical discussions.Project Monitors: Are trained in project management tools and principles, possibly deeply up to and including being a Certified Project Management Professional. Wouldn't dream of contributing or reviewing code, can't actively participate in technical discussions, and can only lightly participate in functional discussions.
- ЛідерВиконавецьКомунікаторТворча людинаЛюдина з психологічними проблемами
- http://www.preparepm.com/notes/funda.html
- Laissez-Faire="let it be" or "leave it alone"http://psychology.about.com/od/leadership/a/leadstyles.htmhttp://www.nwlink.com/~donclark/leader/leadstl.html
- Project start, new employees, no trustAutocratic Leadership StyleThis is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style. These studies say that autocratic leaders: --Rely on threats and punishment to influence employees --Do not trust employees --Do not allow for employee input Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: --New, untrained employees who do not know which tasks to perform or which procedures to follow --Effective supervision can be provided only through detailed orders and instructions --Employees do not respond to any other leadership style --There are high-volume production needs on a daily basis --There is limited time in which to make a decision --A manager’s power is challenged by an employee --The area was poorly managed --Work needs to be coordinated with another department or organization The autocratic leadership style should not be used when: --Employees become tense, fearful, or resentful --Employees expect to have their opinions heard --Employees begin depending on their manager to make all their decisions --There is low employee morale, high turnover and absenteeism and work stoppage
- Support?Bureaucratic Leadership StyleBureaucratic leadership is where the manager manages “by the book¨ Everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules. This style can be effective when: --Employees are performing routine tasks over and over. --Employees need to understand certain standards or procedures. --Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate. --Safety or security training is being conducted. --Employees are performing tasks that require handling cash. This style is ineffective when: --Work habits form that are hard to break, especially if they are no longer useful. --Employees lose their interest in their jobs and in their fellow workers. --Employees do only what is expected of them and no more.
- Democratic Leadership StyleThe democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: --Develops plans to help employees evaluate their own performance --Allows employees to establish goals --Encourages employees to grow on the job and be promoted --Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. The democratic leadership style is most effective when: --The leader wants to keep employees informed about matters that affect them. --The leader wants employees to share in decision-making and problem-solving duties. --The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction. --There is a large or complex problem that requires lots of input to solve. --Changes must be made or problems solved that affect employees or groups of employees. --You want to encourage team building and participation. Democratic leadership should not be used when: --There is not enough time to get everyone’s input. --It’s easier and more cost-effective for the manager to make the decision. --The business can’t afford mistakes. --The manager feels threatened by this type of leadership. --Employee safety is a critical concern.
- Laissez-Faire Leadership StyleThe laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. This is an effective style to use when: --Employees are highly skilled, experienced, and educated. --Employees have pride in their work and the drive to do it successfully on their own. --Outside experts, such as staff specialists or consultants are being used --Employees are trustworthy and experienced. This style should not be used when: --It makes employees feel insecure at the unavailability of a manager. --The manager cannot provide regular feedback to let employees know how well they are doing. --Managers are unable to thank employees for their good work. --The manager doesn’t understand his or her responsibilities and is hoping the employees can cover for him or her.
- http://www.inspirationalarchive.com/texts/topics/leadership/leadfol.shtml2. Exceed Expectation
- Many time team members will assume that because you have chosen to be a project manager, you have limited technical skills or dated technical skills. If you have great technical skills, you are a resource for the team and there is nothing pretentious about making your knowledge available. If you are new to an organization, here are some ideas for tactfully bringing your credentials out into the open:1. Ask your boss or the project sponsor to circulate your resume to the team with an introductory email2. Ask your boss or the project sponsor to give a detailed description of your technical background when he/she introduces you at the first team meeting.3. Set up a team web site. Ask all the team members to contribute their resumes and to review the "knowledge resources" within the team.
- Many time team members will assume that because you have chosen to be a project manager, you have limited technical skills or dated technical skills. If you have great technical skills, you are a resource for the team and there is nothing pretentious about making your knowledge available. If you are new to an organization, here are some ideas for tactfully bringing your credentials out into the open:1. Ask your boss or the project sponsor to circulate your resume to the team with an introductory email2. Ask your boss or the project sponsor to give a detailed description of your technical background when he/she introduces you at the first team meeting.3. Set up a team web site. Ask all the team members to contribute their resumes and to review the "knowledge resources" within the team.