Lessons On Leadership Presentation from PM webinar.pdf

LessonsOnLeadership

1. 1
Project HEADWAY
Webinar
Lessons In Leadership

Mark Mullaly
We will be starting at 3:00 PM EST
Mark Mullaly is the host for
today’s webinar. Mark is a
management consultant with
more than 25 years of
project management
experience.

He brings a wealth of
experience in managing
projects in a broad array of
sectors and industries.

2. 2
Webinar Objectives
! Explore And Understand The Leadership
Challenges Faced By Project Managers
! Evaluate The Most Desired Leadership Qualities
! Develop Strategies For Building On-Going
Leadership Capabilities

3. 3
Webinar Process – Things to Know
! GoToWebinar Presentation
• PowerPoint
• Computer-based audio stream
! Problems or Help?
• Heather - [email protected]
!  Questions?
• Submit a question in the Question box on the left-hand side
• Questions will be answered during the Q&A session
• We may not be able to answer all questions
! This Presentation Will Be Recorded for Future Reference
! PDUs

4. 4
Agenda
! Introduction
! Defining Our Terms
! Leadership Challenges Of PMs
! Most Desired Leadership Qualities Of PMs
! Building Our Leadership Capabilities
! Question & Answer Session

5. 5
Defining Our Terms
Leadership

6. Defining 'Leader'
! The Definitions Of 'Leader' Include:
• Guide, conductor
• A person who:
• Directs a military force or unit
• Has commanding authority or influence
• The principal officer of a political party
• Responsible for managing party activities
• Presiding over the legislative body
• A first or principle performer in a group
! Source: merriam-webster.com
• Definition taken on 13 October 2014
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7. Defining 'Leadership'
! Leadership Has Been Defined As:
! A process of social influence in which one person can
enlist the aid and support of others in the
accomplishment of a common task.
! In this context, a leader is:
! Somebody who people follow
! Somebody who guides or directs others
! Organizing a group of people in order to achieve a
common goal
! Source: wikipedia.org
• Definition taken on 13 October 2014
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8. Leadership Challenges Of PMs
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9. The Leadership Challenges of
Project Managers
! Aligning The Organization
! Negotiating Outcomes And Authority
! Securing Resources
! Managing To The Vision
! Maintaining Focus & Direction
! Responding To Challenges

10. Leadership Models
- Trait Theories
! Also Called "Great Man" Or "Long List" Theories Of
Leadership
! Characteristics Common Across Most Lists:
• Need for achievement
• Intelligence
• Decisiveness
• Self Confidence
• Initiative
• Supervisory Ability
! Other Characteristics
• Vision, ability, enthusiasm, stability, concern for others,
persistence, vitality, charisma, integrity, open to feedback,
eager to learn, concentration, communication

11. Leadership Models
- Behavioral Theories
! Reaction To "Great Man" Theories
! Looking At What Leaders Do
! Identified Two Types Of Leadership Behaviors
• Initiating structure
• Showing consideration
! Origins Of The Management vs. Leadership
Debate

12. Leadership Models
- Contingency Theories
! Recognition That The Situation Influences
• Appropriate leadership behavior
• Desired leader characteristics
! Exploration Of The Drivers Of Leader Behaviors
• Different situations
• Influence of different behaviors
• Process of development and use

13. Most Desired Qualities Of PMs
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14. What Do Followers Want From Leaders?
! Integrity
• People want a leader that they can trust
! Job Knowledge
• People want a leader that can set direction and solve
problems
! People Building Skills
• People want an empowering leader that mentors and
develops others

15. The Key Qualities Of Successful Leaders
- Team View
! Clarity Of Focus And Purpose
! Shielding The Team From The Organization
! Removal Of Roadblocks And Obstacles
! Consideration For Team Members
! Ability To Create Alignment And Shared Purpose
! Honesty And Transparency
! Confidence
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16. The Key Skills Of Senior PMs
- Executive View
! Situational Leadership
! Critical Thinking
! Interpersonal Leadership
! Communications
! Business Understanding

17. Building Our Leadership Capabilities
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18. What Do You Need To Know To Lead?
! About Yourself
• Your own strengths and weaknesses
! About Your Team And Other Stakeholders
• The strengths and weaknesses of those you lead
! About The Organization You Play In
• The ways individuals collaborate and work together
! And How To Reassess These On The Fly As They
Change
• The situation in which you are trying to lead

19. Being Clear About Why We Lead
! Question Raised By 'Servant Leadership'
• Originally developed by Robert Greenleaf in 1970
• Re-popularized by Larry Spears in 1995
! Turns "Great Man" Theories On Their Heads
! Asserts Role Of Leader Is To Serve Followers
! Servant Leadership Orientation Focus On:
• Meeting the needs of others
• Developing employees to bring out the best in them
• Coaching others and encourage their self expression
• Facilitating personal growth in all who work with
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20. Question Raised By Servant Leadership
! Why Do You Want To Be A Leader?
• Personal power, influence and authority
• Provides a position to mentor and support others
! Concept Recently Revisited In Research
• Declining influence of egocentric and control-based
approaches
• Rise of 'altrocentric' approaches:
• Primary focus on developing and supporting others
• Intrinsically motivated by social power
• Draws strength from teaching, teambuilding and
empowering others
• Derive power from motivating and inspiring others
20 Source: Vielmetter & Sell, 2014. HBR Blogs

21. Evaluating Your Team
! What Kind Of A Team Is Needed?
• Collaborative team acting as a collective
• Working group acting as a functional hierarchy
! Who Are The Players?
• Why did they join?
• What do they hope to accomplish?
• What skills and competencies do they bring?
• Individually
• Collectively
• What are their communication requirements
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22. Making Space For Contributions
! A Key Challenge In Teams Is Managing The Dynamics Between
Introverts & Extroverts
! Balancing Communications Needs Of Each Requires:
• Proactively ensuring all team members are heard
• Being clear about the purpose of meetings
• What will be discussed
• What preparatory information is available
• What decisions need to be made, how and by whom
• Provide advance notice of meetings as much as possible
• Create opportunities to think and explore in advance
• Separate brainstorming and decision
• Clearly identify when generation of ideas and opportunities is sought
• Separately focus on analysis and ultimate decision making
• Keep these separate in time wherever possible
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23. Understand The Organizational Culture
Flexibility
Control
External
Focus
Internal
Focus

24. Walk The Tightrope
! Leadership Requires Balance Between Multiple
Tensions
• Organizational expectations and demands of senior
leadership
• Needs and support requirements of your team members
• Objectives and direction of the project you are leading
! There Is Also A Disconnect Between
Organizational And Project Leadership Behaviors
• Engagement with those who control critical resources
• Management of stakeholder expectations of the project
• Functional leadership of the project teams doing work
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25. An Inherent Conflict Exists Between
Leading, Managing And Doing
! We React Differently To Each Of These Terms
• Each of them is necessary for the delivery of project success
! Some Make The Case That The Role Shifts As We Lead
• Job satisfaction is vicarious and realized through the success of
others
• Your people are your key resources
• Success requires long-term management of systemic influences
! Others Make A Persuasive Case That The Best Leaders
Also Do
• Leadership is about in part being an effective manager
• Managing is about hands-on involvement and expertise
• We need to "eat, breathe and sleep" our products and our projects
• Credibility, respect and commitment needs to be mutually built
25

26. In Conclusion…
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27. In Conclusion…
! Leadership Requires Balancing Multiple Tensions
• There is no one right answer
• Leadership is inherently situational
! A Key Factor—And Choice—Is Why We Want To Lead
• Egocentric drive for power and control increasingly fading in impact
and effectiveness
• To the extent that it was ever truly valued
• The most effective leaders coach, motivate, support and inspire others
to succeed
! To Lead We Must Maintain Broad Situational Awareness
• The culture and environment of our organizations
• The capabilities and needs of our teams
• Our own strengths, capabilities and weaknesses
! Anyone Can Lead
• Leaders are not born—but leadership requires a great deal of effort
and work to establish, to develop and to maintain
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28. Q&A
Lessons In Leadership
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29. Questions?
! Quick Review: Process to Pose a Question
! Questions?





Mark E. Mullaly, PMP

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PMI PDU Information
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• Go to “My Account” on the projectmanagement.com
website
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require to claim your PDU on the PMI website
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32. Webinar Survey
! Feedback Survey
• A feedback survey will be forwarded to you by email
• Please input your feedback and give us an idea of what
you think
• It takes about 3 min to complete
32

33. 33
Mark Your Calendars!

Project HEADWAY

The PM Scorecard:
What Should You Really Be Focussing On?

Thursday, 20 November 2014
@ 3:00 PM EST

34. 34
The End
Questions for the Presenter?
Mark Mullaly
[email protected]

Interested in project HEADWAY?
Gina Jones
[email protected]
Mark Mullaly is the host for
today’s webinar. Mark is a
management consultant with
more than 25 years of
project management
experience.

He brings a wealth of
experience in managing
projects in a broad array of
sectors and industries.