As we move toward the end of the year and prepare our personal and professional goals for 2015, I’ve been thinking about how someone can go from being just a manager to being a leader.
Years ago, a big project I was working on with American Express and one of its partners ran into trouble. A lot of factors probably led to that, but one still stands out to me: I was succeeding as a manager but failing as a leader. And that was the project’s ultimate downfall.
Over the years, I’ve been able to reflect and grow from that experience. Here are three ways you can use my experience to help you become more of a leader in 2015.
1. Focus on the vision. Managers are, by their nature, implementers. We get tasked with projects that we may not have had a great deal of input into. But just because we’re helping our sponsors reach their goals doesn’t mean we can’t apply our vision as well. To focus on vision in your management and leadership, start by formulating what this project means to you, the organization, the team and the end users. Then, most importantly, personalize those aspects that are likely to inspire your team.
2. Focus on important conversations.I once read that a project manager spends 90 percent of his or her time communicating. To become a better leader, focus on the most important of these conversations: ones with your sponsor and your team. They are the people who are going to be able to inform you about changes in circumstances, troubles in a project or resource challenges. While there are lots of important people to talk with, the most important are the ones who have the most direct impact on the project’s success or failure — so prioritize those.
3. Look at the long-term.This advice ties into having a vision for your project and having conversations with your important team members and sponsors. But thinking long-term also means you need to infuse your vision and conversations with a future orientation. This might mean that you talk with your sponsor about how a project fits into a long-term strategic plan for the organization. Or, it might mean that you spend time during conversations with your team members asking about their goals and values. This can allow you to shift your actions and assignments in a way that delivers on the promise of the current project. At the same time, you will have built a stronger understanding and real relationship with your sponsors and teams that will transcend your current project and have lasting benefits for projects and years to come.
What are some of the ways you’ve helped make yourself a stronger leader, rather than solely a manager?
By Conrado Morlan, PMP, PgMP, PfMP
“Everyone can be my teacher.”
—Alfonso Bucero, PMI-RMP, PMP, PMI Fellow
2. Houston, we have a problem — but as project managers, we also have the solution. The news broke by noon Saturday: There was a fire at the hotel across the street from the congress, and all 800 guests (most of them congress attendees) had to be evacuated. Yet by early evening, all guests were relocated to other hotels in the area. The PMI Phoenix Chapter and congress organizers responded very quickly with a contingency plan: New hotels were identified, transportation arrangements and schedules to and from new hotels and the convention center were set, and attendees were notified via email and social media. This was a real life lesson on how project managers work under pressure and manage problems in projects.
3. Tips for being a team leader, from a sports legend. Earvin “Magic” Johnson was the first keynote speaker and walked us through his journey in basketball. He shared the brighter and darker moments of his career and related them to the project management profession. When Magic joined the Los Angeles Lakers, he brought a set of technical skills that, combined with those of his teammates, helped the team to succeed. Magic kept enhancing his skills working with other players and learning new techniques from them to improve his game. To improve our game as project managers, we need to acquire and master new skills as well — and nowadays, strategic and leadership skills are required to better execute projects and make our organization successful.
4. Think sideways. For those times when project practitioners put in all their efforts and do not get expected results, keynote speaker Tamara Kleinberg invited us to “think sideways.” That is, exit from the vicious cycle of trying to address issues by providing a lot of answers based on hypothesis, and enter a virtuous cycle in which you start asking questions that will give you hints on how to resolve issues. Great innovation is about asking the questions, not having the answers. She urged us to stop assuming and start asking more, and turn ourselves into conductors of innovation.
5. Learn from everyone. Mr. Bucero urged us to learn from each individual we interact with at congress: delegates, volunteers, presenters and keynote speakers. During breakfast and lunch, congress attendees took the opportunity to discuss their experiences and acquire knowledge from global peers. As many found out, sometimes the same issue is resolved in different ways around the world.
6. Multitasking isn’t the silver bullet. Keynote speaker Dr. Daniel J. Levitin’s scientific research proved the concept of multitasking does not exist. When you multitask, your brain shifts in rapid cycles among tasks, which leads it to consume a lot of glucose and produce cortisole, a substance that impairs decision-making. Dr. Levitin recommends focusing on one task at a time and partitioning your day into several productivity periods. Turning off electronics to maintain focus as well as taking breaks translates into efficiency.
7. Organizational project management (OPM) trends upward. Several Areas of Focus presentations touched on OPM, ranging from interpersonal skills for success as a portfolio manager to transforming from project to program manager and competencies for successfully driving strategic initiatives. Presenters pointed out the importance of building technical, leadership and strategic and business management skills to deliver excellence today and in the future to emerge as a new breed of project executives.
8. PfMPs are in demand. The Portfolio Management Professional (PfMP)® credential ribbon was available for the first time at congress. Not many people knew about the new core certification and asked for more details. On hand were a few of the first 150 PfMPs® from around the world. These PfMP “ambassadors” showed how credential holders can help organizations to align projects and investments with organizational strategy, enable organizational agility, and consistently deliver better results and sustainable competitive advantage.
9. Leave your comfort zone. Inspiring closing keynote speaker Vince Poscente shared his four-year journey from recreational weekend skier to Olympian at the 1992 Winter Olympics. Mr. Poscente learned that to succeed, you need to, “Do what your competition is not willing to do.” If you wonder what those things are, they’re the ones we’re also not willing to do. Your homework now is to ask: What will I do to beat my competition?
10. Network, network, network. Having the chance to interact with 2,000-plus delegates from over 50 countries is a great opportunity to find the next challenge in your professional career. I met in person the recipient of the Kerzner Award and fellow Voices on Project Management blogger Mario Trentim and the vice president of the PMI Romania Chapter, Ana-Maria Dogaru, and discussed projects and collaboration opportunities that we may start in the near future.
After three wonderful days, congress came to a close. Now it’s time to put in practice all the acquired knowledge to emerge as a new breed of project executives — and save the date for next year’s North America congress in Orlando, Florida, USA.
Did you attend congress? What were your top lessons learned?
The new Knowledge Area, stakeholder management, was cheerfully welcomed in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fifth Edition.
Figure 1: Lack of stakeholder management leads to poor results. (Trentim, 2013)
Most of us rely on soft skills, communication and leadership to manage stakeholders. But while they’re helpful, interpersonal skills are far from being the sole way to implement stakeholder management. As a matter of fact, there are hard skills in stakeholder management — tools, techniques and methods that should be diligently applied to enhance stakeholder management and improve project success rates.
For example, there are at least 10 different tools for stakeholder identification. Often, project managers rely only on brainstorming to write a stakeholder registry, conforming to the methodology imposed by a project management office (PMO). That’s why I believe we need a paradigm shift.
A project manager’s goal is to add value. Value depends on stakeholder expectations and perception. Consequently, the project manager’s goal is to engage and involve stakeholders in value creation. This is what we call managing for stakeholders.
On the contrary, the term stakeholder management assumes we can manage expectations. This is wrong. We cannot manage people, to paraphrase U.S. author and businessman Stephen Covey. We lead people. We persuade and influence stakeholders.
In 2013, the Project Management Institute published my book, Managing Stakeholders as Clients. It presents a framework with a paradigm shift from traditional stakeholder management by first setting the premise that we can’t manage stakeholders or their expectations — we can only lead, influence and persuade people. To my surprise, I was the recipient of PMI Educational Foundation’s 2014 Kerzner Award* at PMI® Global Congress 2014—North Americafor my results in managing projects and programs. But in particular, the award recognized my creation of this stakeholder management framework and the results of its application.
The main difference between stakeholder management and managing for stakeholders is this: Stakeholder management’s goal is to manage stakeholders’ expectations, enhancing support and reducing negative impacts — a reactive measure. It’s almost as if project managers develop stakeholder management plans to protect themselves from external interference.
Managing for stakeholders means involving and engaging stakeholders in value creation, boosting their support and having them take ownership in a proactive way. Managing for stakeholders embraces change as a learning process.
While stakeholder management is instrumental, employing processes for conformity, managing for stakeholders is results-oriented. In summary, stakeholder management is an attempt to manage stakeholders’ expectations toward the project. On the other hand, managing for stakeholders is clearly oriented to manage the project and its results for the stakeholders, on behalf of their changing needs and expectations.
Now that it’s clear we should start approaching stakeholder management from a different perspective, in my next post I’ll share more tips and details from Managing Stakeholders as Clients. Don’t miss it!
How do you manage for stakeholders?
*The PMI Educational Foundationadministers the prestigious Kerzner Award. The Kerzner Award is sponsored by International Institute for Learning, Inc. (IIL)to recognize a project manager who most emulates the professional dedication and excellence of Dr. Harold Kerzner, PhD, MS, MBA.
As much as we wish these things didn’t occur, we sometimes find ourselves having to leave a project early or terminate a business engagement. This is always difficult to do, and how you do it can help you maintain your integrity and credibility throughout the transition.
Recently, I had to terminate a business relationship myself. Here are a few lessons that I learned that you can apply the next time you are in a similar situation.
1. Place the blame on yourself. I know you wouldn’t be leaving a project or quitting a business relationship if it were all your fault, but the key thing here is that you need to buck up and take responsibility for the business arrangement ending. There are several ways you can frame it to take the emphasis for the decision away from the other party. For example: “I’m sorry, but I just don’t have the ability to deliver the work to you in a manner that you have grown accustomed to” or “I find myself at a point where I don’t feel my presence best serves the project, and I think a new set of eyes is going to be helpful to getting things back on track.” Or, you can come up with your own. The point is that you take a little of the emphasis off the party that you are ending the relationship with and place it on yourself. This will lessen any bad blood or negativity from the decision. It is important to note that you must cast the decision in terms of your inability to continue to serve the client in a manner that he or she deserves.
2. If possible, present options for replacements.If you find yourself at a point of no return and need out of a business relationship, you can soften the blow even more if you provide alternatives. The question you are probably asking yourself is, “If I can’t work with this person or on this project, why would I refer them to someone else?” But the truth is, we are all in different businesses and at different stages of our career — and while your threshold for some clients may be zero, someone just starting out or looking to find a different focus may be more than willing to accept a challenge that you consider unnecessary. This goes back to the first point: If you can’t serve the client in the way that he or she deserves, you are doing the client a favor by removing yourself from the project and helping him or her find someone who can do better.
3. Be prepared for blowback.Even when these things go great, there will be some sort of blowback or negative impact. You might have spelled everything out with as much tact as a veteran diplomat, but you are still leaving the business relationship with a jilted partner who may lash out to other members of your organization or other potential business partners. In this instance, you can try to contain any negative feedback or impact on you and your career by preparing a standard statement that you give to everyone that explains your role in the dissolution of the relationship. It should cast a bad situation in the most favorable light for you. One I have used is: “I am sorry the project didn’t work out, but I made a series of unwise choices that made my effectiveness impossible, and to best serve the project, I felt it was best for me to step away.” That’s it — it isn’t perfect, but neither is the situation you find yourself in.
How have you found success in ending business relationships?
Join meon December 4, 2014, in my upcoming seminar on leadership in project management.
8 Steps for Better Listening
In my last post, I discussed the benefits of learning to listen. Here, I will share easy, actionable steps to help develop your listening skills. While going through the steps below, please remember, listening more and talking less are two sides of the same communication coin.
What is your top tip for becoming a good listener?
Read PMI's The Essential Role of Communications to learn more about effective communication.