Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Slide: 1
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
14 September 2016
...
Slide: 2
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
• Why project mana...
Slide: 3
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Early career:
 so...
Slide: 4
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Project leadership...
Slide: 5
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Leading vs Managin...
Slide: 6
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
born to lead?
Slide: 7
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
From To
From commu...
Slide: 8
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Eight Lookings ove...
Slide: 9
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
 resides with spe...
Slide: 10
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
 pragmatic, oppo...
Slide: 11
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
emotional intelli...
Slide: 12
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
IQ: 140 EQ: 0
Slide: 13
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Traditional:
 Po...
Slide: 14
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
 Emphasizes the ...
Slide: 15
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Part 3: The 3 key...
Slide: 16
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Slide: 17
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Part 3: The 3 key...
Slide: 18
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Part 3: The 3 key...
Slide: 19
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
LowHighCentralisa...
Slide: 20
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Individual rules
...
Slide: 21
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
1.
Organisational...
Slide: 22
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
transition model
...
Slide: 23
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
what does this al...
Slide: 24
© 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
Contact …..
Sarah...
You’ve finished this document.
Download and read it offline.
Upcoming SlideShare
2 Maria_Nordström_Effects of Urban Development on Children
Next
Upcoming SlideShare
2 Maria_Nordström_Effects of Urban Development on Children
Next
Download to read offline and view in fullscreen.

Share

Project Leadership - Third Sector Project Management Forum - September 2016

Download to read offline

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all
  • Be the first to like this

Project Leadership - Third Sector Project Management Forum - September 2016

  1. 1. Slide: 1 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance 14 September 2016 Sarah Coleman Director, Business Evolution Ltd Fellow and former NED, Association for Project Management Chartered Fellow, Chartered Management Institute Project Leadership
  2. 2. Slide: 2 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance • Why project managers need leadership capabilities • Project Leader’s Eight Lookings: how to ensure you’re focused on what’s important • Traditional and new views helping to shape project leadership • Organizational culture and why this is important to you and your project • Planning your career: moving from “managing” to ”leading”.
  3. 3. Slide: 3 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Early career:  software developer & business analyst  working in local government and private sector Current:  Consultant, educator, author, facilitator, coach, mentor  Shaping, designing, planning and delivering business critical initiatives and change  Across industry sectors in the UK and internationally  Fellow and former NED, Association for Project Management  Chartered Fellow, Chartered Management Institute  Visiting Fellow at University of Lincoln  Designing and delivering learning and development programmes  Guest speaker at conferences, seminars & business schools.
  4. 4. Slide: 4 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Project leadership: why should I be interested? • Increasing “projectification” of organizations • Part of skill set underpinning project success • New reality: moving away from project planning and control tools as the keys to success, and towards the management and leadership of people and their performance • Leaders vs leadership: providing leadership capability is not just left to ‘leaders’ • Every project, programme and portfolio manager needs elements of leadership capability to be effective • A strategic issue for businesses and government.
  5. 5. Slide: 5 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Leading vs Managing “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” Stephen R. Covey
  6. 6. Slide: 6 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance born to lead?
  7. 7. Slide: 7 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance From To From communication planning To expert engagement of disparate stakeholder groups From delivering outputs and outcomes To delivering value: explicit (for example, defined benefits) and implicit (for example, enhanced relationships, trust) From focusing on time, cost and quality as the definitive success criteria To identifying the range of “hard” and “soft” success criteria, recognizing the life-time value From focusing on the control of change To actively seeking ways of improving value by identifying opportunities and actively advocating their acceptance From viewing projects as stand- alone entities and trying to manage as such To understanding: their context within the organization, its vision and strategy; the complex relationships that exist with internal and external stakeholders; different ideas of “success”; varied supply chain providing input From rigorously applying standardised P3M (project, programme and portfolio management) approaches To applying in a flexible and agile way to deal with an increasingly fast moving world where customer requirements are expected to change From working in static hierarchical organizations To delivering change continuously in dynamic and innovative organizational frameworks From being a master of process To a reflective practitioner with the capabilities and emotional intelligence to learn and apply what is most appropriate from the arsenal of materials available. Part 1: Project leadership and the project leader. The concept of leadership How research, models, techniques and ideas about mainstream organizational leadership are helping to shape current thoughts about effective project leadership. Focus away from a technical skill base to focus more on people and results The capabilities of the future project leader Questions: 1.What’s happening in the Third Sector that is making project leadership capability more important? 2.How many of these capabilities do you have? How can you close the gap? 3.What capabilities do you believe are most important? 4.Are there any missing? What are they? How are they important?
  8. 8. Slide: 8 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Eight Lookings overview Looking outwards – The client Managing the client, end user and external stakeholders (including suppliers and subcontractors) to ensure the project meets their expectations. Looking upwards – The Executive Board Managing your governance team to achieve organisational commitment and engagement.Wiring into stakeholders Looking externally – The client’s vision Understanding and aligning to the vision and strategy for the client and their stakeholders. Looking internally – The organisation’s vision Understanding and aligning to the vision and strategy for the organisation and its stakeholders. Achieving the vision Looking forwards – The future Planning in order to ensure that the team sets realistic targets, and obtains appropriate resources to achieve those targets. Looking backwards – The past Monitoring progress with appropriate control systems, to ensure that the project meets its targets and the team learns from its mistakes. Keeping on the ball Looking downwards – The team’s performance Managing the team to maximize their performance as individuals and collectively. Managing the visible and invisible, across disciplines, divisions, countries and cultures. Looking inwards – My performance Managing yourself, by reviewing your performance to ensure that your leadership is a positive contribution to the project. Focussing on results Source: Coleman & MacNicol, 2015
  9. 9. Slide: 9 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance  resides with specific individuals  linked to & validated by formalized role, title, hierarchy  centralized, command & control  the “lone” hero  unconscious bias?  schools of thought: Max Weber, Henry Fayol, Frederick Taylor, Elton Mayo, Douglas McGregor, etc. traditional vs new views of leadership …..
  10. 10. Slide: 10 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance  pragmatic, opportunistic, incremental  dispersed throughout the organization  working with complexity and uncertainty  leadership is not only left to the designated leader  social, collaborative, diverse  sets the culture and environment for team success  leadership as a shared effort by more than one person  the roles of a leader and follower are dynamic  every manager needs elements of leadership capability to be effective  schools of thought: Daniel Goleman, Vlatka Hlupic, Brian Robertson, neuroscience, etc. traditional vs new views of leadership ….. Daniel Goleman World Economic Forum 2011
  11. 11. Slide: 11 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance emotional intelligence …..  the capacity for recognizing your own feelings & those of others; managing emotions well in ourselves & in our relationships  5 components: self-awareness, self-regulation, motivation, empathy, social skills. www.danielgoleman.info  core concept self-awareness: – having an accurate understanding of how you behave – how other people perceive you – recognizing how you respond to others – being sensitive to your feelings – intents & general communication style at any given moment – being able to accurately disclose this awareness to others.
  12. 12. Slide: 12 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance IQ: 140 EQ: 0
  13. 13. Slide: 13 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Traditional:  Power is based on position within the hierarchy in the organization  Legitimate authority & delegated power  “Command & control”. The new reality:  Increasing demands to become leaner (downsizing, restructuring, reducing levels of hierarchy)  New rules of engagement: relational, fluid, collaborative  More reliance on soft skills: networking, collaboration, influencing, relationship building etc. traditional vs the new reality …..
  14. 14. Slide: 14 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance  Emphasizes the biological basis of behaviour, as well as that gained through life experience  Has identified: o how the human brain develops from in utero, through adolescence to ageing o the relation between changes in the brain and behaviour, plasticity, and cognitive development o the diagnosis and treatment of disorders related to development.  Developmental neuroscience brings together a range of different approaches, including behavioural studies, genetics, neural circuits, computational modelling, imaging, cell biology and psychology. “ …..provides insights into how our brains perceive, process and respond ….. so helping us to understand how we best learn, focus, and motivate ourselves and others.” Professor Walsh, Institute of Cognitive Neuroscience, UCL neuroscience and leadership …..
  15. 15. Slide: 15 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Part 3: The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 1. Vision and the Big Picture Understanding how the project fits with the strategic direction of the organization, developing the vision for the project and aligning key players and other stakeholders • Project vision provides clarity and understanding about the project aims and outcomes • The Big Picture provides the context of market, economy, etc • Understanding “success”: visible, implicit, latent Crucial questions for projects: •The Strategic Question: What's the rationale and relevance? •The Stakeholder Question: What are the expectations? •The Activities & Processes Question: What will we need to do? •The Capabilities & Capacity Question: Do we have the necessary resources, skills and bandwidth to do this? •The Impacts Question: What do we want to happen as a result? •The Learning Question: How can we learn from this and how will we share it throughout the enterprise to help improve what we do?
  16. 16. Slide: 16 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance
  17. 17. Slide: 17 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Part 3: The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 2. Building Key Relationships Identifying, developing and maintaining relationships with key players • Identify the range of stakeholders and their particular attributes • Key players: sponsor, client, project team • Develop and maintain relationships • Dynamic not static: active and continued review, reappraisal and renegotiation throughout the project • Organizational intelligence • Recognizing the political dynamics • Improving your power base and influence.
  18. 18. Slide: 18 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Part 3: The 3 key competencies of a project leader Those things over and above technical abilities that make the difference: business acumen, interpersonal skills and organizational intelligence. 3. Communication and Engagement different facets of communication, including branding and marketing, which help to build engagement with and commitment to the project • Building credibility and support • Strategic or tactical? • Essential or nice to have if time and budget permit? • Facilitating feedback • Traditional and non-traditional channels • Branding and marketing • Framing appropriate communication
  19. 19. Slide: 19 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance LowHighCentralisation Low Collaboration High Individual rules Low level of collaboration and low level of centralisation. Organisation has: •Delegated authority and decision-making to appropriate levels and/or locations •Low cross-functional working or organisational networking opportunities or facilitation Process rules Low level of collaboration and high level of centralisation. Organisation has: •Defined structure and hierarchy for decision-making •Low cross-functional working or organisational networking opportunities or facilitation Relationships rule High level of collaboration and low level of centralisation. Organisation has: •Delegated authority and decision-making to appropriate levels and/or locations •High incidence of cross-functional working or organisational networking opportunities or facilitation Community rules High level of collaboration and high level of centralisation. Organisation has: •Defined structure and hierarchy for decision-making •High incidence of cross-functional working or organisational networking opportunities or facilitation Project Culture Matrix™
  20. 20. Slide: 20 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Individual rules Low level of collaboration and low level of centralisation. Organisation has: •Delegated authority and decision-making to appropriate levels and/or locations •Low cross-functional working or organisational networking opportunities or facilitation. What type of Project Leader/Leadership thrives in this culture? •High self-reliance and can develop support networks and relationships for self, team and project •Can work with ambiguity and uncertainty Process rules Low level of collaboration and high level of centralisation. Organisation has: •Defined structure and hierarchy for decision-making •Low cross-functional working or organisational networking opportunities or facilitation What type of Project Leader/Leadership thrives in this culture? •Highly structured and organised, process driven •Recognises project governance team and sponsor critical to success •Feeds up, waits for and accepts decisions from more senior level •Recognises his/her power may come from the size and status of the project •Works well with influence and power based on position, role or title •Networking and relationship building not as important as formalised authority Relationships rule High level of collaboration and low level of centralisation. Organisation has: •Delegated authority and decision-making to appropriate levels and/or locations •High incidence of cross-functional working or organisational networking opportunities or facilitation. What type of Project Leader/Leadership thrives in this culture? •Organisationally intelligent: understanding power bases, influencers, able to build strong relationships and networks to own advantage and the advantage of the project Community rules High level of collaboration and high level of centralisation. Organisation has: •Defined structure and hierarchy for decision-making •High incidence of cross-functional working or organisational networking opportunities or facilitation. What type of Project Leader/Leadership thrives in this culture? •Able to insert self easily into established processes and structures, and work well within these parameters •Flexibility and adaptability •Organisationally intelligent: understanding power bases, influencers, able to build strong relationships and networks to own advantage and the advantage of the project LowHighLevelofcentralisation Low Level of collaboration High The type of Project Leader / Leadership that thrives in each culture
  21. 21. Slide: 21 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance 1. Organisational Vision and Roadmap 2. Organizational Values and Culture 3. Projected Business Value 4. Sustained Sponsorship 5. Talent Strategy 6. Recruitment and Induction 7. Career and Development Framework 8. Educational Interventions 9. Mentoring and Coaching Provision 10. Communities of Practice 11. Talent Program 12. Developmental Professionals 15. Alignment with Academia 16. Alignment to Human Resources (HR) 17. Alignment to Learning & Development (L&D) 18. Functional alignment 19. Professional Body Alignment20. Management and Coordination 13. Project Execution 14. Performance Framework Building personal and organizational capability Becoming an effective project leader, exhibiting effective project leadership. Taking control of your development and the course of your career. How your organization can assist your personal development. An idealised project leadership development programme
  22. 22. Slide: 22 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance transition model leaving behind the familiar & embracing the new • Values: on the basis that what you value is what you focus on, you must change what you value about your individual contribution. • Time: a shift in two dimensions is needed: - What you spend your time doing - Horizon you are looking over • Skills: accept losing familiar skills, welcome the discomfort of learning new skills. New skills Enhanced Delegated Dropped Existing Source: Coleman & MacNicol, 2015
  23. 23. Slide: 23 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance what does this all mean for us as project practitioners?
  24. 24. Slide: 24 © 2016 www.businessevolution.co All rights reserved. Helping organizations improve performance Contact ….. Sarah Coleman Business Evolution +44 (0)1636 893716 ext 302 +44 (0)7999 879870 sarah.coleman@businessevolution.co www.businessevolution.co http://uk.linkedin.com/in/sjcoleman @business_evolve

Views

Total views

313

On Slideshare

0

From embeds

0

Number of embeds

16

Actions

Downloads

12

Shares

0

Comments

0

Likes

0

×