OPTIMISING PROJECT & PEOPLE PERFORMANCE

PROJECT LEADERSHIP: WE STAND ALONE….TOGETHER

George Cameron

Learning & Development Manager

OPTIMISING PROJECT & PEOPLE PERFORMANCE

SURELY NOT!

This session will…..

1. Not endlessly list standard leadership models

2. Avoid clichés (They are old hat)

3. Avoid using comparisons (They are as bad as clichés)

4. Avoid alliteration. Always

Five: Be consistent

OPTIMISING PROJECT & PEOPLE PERFORMANCE

• Clarify the differences between management & leadership

• Attributes of good/bad leaders

• Leadership in the project environment

• Leadership styles and the project Life Cycle

• Focus of leadership

WORKSHOP OUTCOMES

OPTIMISING PROJECT & PEOPLE PERFORMANCE

LEADER/MANAGER?

• Are you a Manager? • Are you a Leader? • Are you both? • Which were you first? • Which are you best at?

OPTIMISING PROJECT & PEOPLE PERFORMANCE

FAMOUS LEADERS

OPTIMISING PROJECT & PEOPLE PERFORMANCE

MEET KELVIN Its all about him

• Arrogant and egotistical • Won’t tolerate his authority being tested • Emotionally unintelligent

Poor Communicator

• Doesn’t set goals appropriately • Doesn’t tell anyone what the vision is • Poor listener • Unavailable or unapproachable

Lack of Integrity

• Say-Do gap is profound • Fails to enforce accountability in self

and others • Uses fear to coerce others • Blames others and deflects

responsibility

Doesn’t trust or support the team

• Doesn’t recognise the need to develop self or others

• Micro-manages • Doesn’t delegate • Doesn’t involve others in decision

making process • Doesn’t ask for advice • Only gives negative feedback and

never seeks feedback

Inflexible

• Doesn’t learn from mistakes • Doesn’t challenge self/others • Values final outcome and ignores

effort applied • Doesn’t see a need for change of ways

OPTIMISING PROJECT & PEOPLE PERFORMANCE

MEET CLARKE Its all about us

• Open • Retains authority through

credibility • Emotionally intelligent

Two way communicator

• Communicates goals and objectives • Understands the vision and

recognises the value in everyone having the same recognition

• Active listener • MBWA

Acts with Integrity

• If he says it, he does it • Accepts his responsibilities and

accountabilities • Influences and inspires others

to follow

Believes in the team

• Recognises he is part of the team • Understands the value the team brings • Cares about development of self and

others • Empowers others • Delegates appropriately • Appropriate involvement of others in

decision making process • Will seek other opinions • Gives and seeks feedback

Tolerant and flexible

• Seeks to learn lessons for self and team

• Challenges self and others positively

• Values final outcome and effort applied

• Constantly seeking to improve

T

C Q

OPTIMISING PROJECT & PEOPLE PERFORMANCE

ASSUMPTIONS/MISCONCEPTIONS

• ‘Leadership’ is implied and expected where ‘Manager’ is part of the job title

• Leadership in projects comes from the project manager alone

• The outcome of the project is not reflected by the quality of leadership

OPTIMISING PROJECT & PEOPLE PERFORMANCE

PROBLEMS • Development in leadership skills often relies on

standard models

• Most leadership models don’t account for the project

environment specifically

• Project people often assume leadership is someone

else's job

OPTIMISING PROJECT & PEOPLE PERFORMANCE

THE PROJECT LIFE CYCLE

Conception Development Execute Close-out

Typical Major Tasks

• Gather data • Identify needs • Strategies • Goals • Stakeholders • Risks • Alternatives • Selling • Approvals

• Feasibility • Rationale • Tactics • WBS • Project Team • Schedule • Budget • Re-assess Risks • Project Brief

• Start-up • Mobilisation • Work Packages • Procurement • Execute Work • Control System • Progress Report • Forecasting • Resolve Issues

• Finalise Project • Review • Acceptance • Training • Transfers • Final Reports • Settle Accounts • Handover • Transfers

Leadership &

Management Skills

• Visionary • Creative • Innovative • Communicator • Listener

• Facilitator • Integrator • Planner • Diplomatic • Coach

• Motivator • Decision Maker • Participative • Empowering • Team Builder

• Trainer • Morale Builder • Diplomatic • Energetic • Trustworthy

Who can do this?

OPTIMISING PROJECT & PEOPLE PERFORMANCE

LEADERSHIP AND THE APMPQ

• Analyse conflict situations and apply an appropriate style to resolve the issue

• Objectively reflect on self and other team members

• Present information clearly and factually

• Answer questions relevantly and succinctly

• Balance conflicting stakeholder expectations

• Objectively identify lessons to be learned separating causes from effects

• Communicate succinctly in writing

• Lead & influence a small team

• Work effectively as a team member

• Communicate verbally in an appropriate way (Including listening)

• Obtain information through use of appropriate questions

• Present compelling recommendations to project sponsor (Board/Steering Group)

OPTIMISING PROJECT & PEOPLE PERFORMANCE

LEADERSHIP FOCUS

During the project

Towards the end of the

project

Le

ad

ers

hip

Fo

cu

s

Project Team Members

Decision Makers (Project Board/ Steering

Group)

Users/operational staff and managers

Customers & Suppliers

Project Team Members

Decision Makers (Project Board/

Sponsoring Group)

Users/operational staff and managers

Customers & Suppliers

OPTIMISING PROJECT & PEOPLE PERFORMANCE

CULTURAL CHANGE

• Begin identifying future leaders early • Ensure Sponsors and Steering group members are

also equipped and developed • Potential supervisors, work package team

managers, team members • Create a culture of ownership, openness, feedback

and communication • Motivate and encourage • Measure leadership performance • Make development bespoke to the actual

environment

OPTIMISING PROJECT & PEOPLE PERFORMANCE

PROJECT LEADERSHIP

We Stand Alone……Together

“Currahee”

OPTIMISING PROJECT & PEOPLE PERFORMANCE

THANK YOU

This presentation was delivered at

an APM event

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events please visit our website

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