Voices on Project Management

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Voices on Project Management offers insights, tips, advice and personal stories from project managers in different regions and industries. The goal is to get you thinking, and spark a discussion. So, if you read something that you agree with--or even disagree with--leave a comment.

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Cameron McGaughy
Marian Haus
Lynda Bourne
Lung-Hung Chou
Bernadine Douglas
Kevin Korterud
Conrado Morlan
Peter Tarhanidis
Mario Trentim
Jen Skrabak
David Wakeman
Roberto Toledo
Vivek Prakash
Cyndee Miller
Shobhna Raghupathy
Wanda Curlee
Rex Holmlin
Christian Bisson
Taralyn Frasqueri-Molina
Jess Tayel
Ramiro Rodrigues
Linda Agyapong
Joanna Newman

Recent Posts

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Agile Evolves

3 Tips to Enhance Your Leadership IQ

3 Tips for Becoming a Better Listener—and a Better Project Manager

Maximizing the Value of Agile

3 Tips to Enhance Your Leadership IQ

By Peter Tarhanidis

The boards I serve have common opportunities and challenges revolving around promoting a brand, balancing the operating budget and growing capital. Yet, while flawless leadership is expected, in actuality it is difficult to sustain.

As I reflected on why many organizations were challenged around execution, I realized that executives must improve their leadership intelligence around three key factors to enable success:

  1. Improve speed and quality. When leaders struggle to make quick or quality decisions, it’s often viewed as not having the right team in place, or not having enough intelligence on the matter or the specific responsibilities related to the decision. One can increase cognitive abilities through investing in formal education, training and access to subject matter experts to gain the necessary knowledge.
  2. Repair team alienation and restore loss of confidence. Building trust in teams can improve leadership intelligence. Commit to a path of restoring relationships by understanding yourself and others. Assess emotional intelligence techniques to gain self-awareness and rationale for team motivation.
  3. Become aware of stakeholders on social media. Thanks to social media, a large audience judges every executive decision. Expand stakeholder relationship management to include communication and change management via social media channels. Seek out team members who are knowledgeable in social media so that they can proactively engage stakeholders and integrate feedback to reduce blind spots.

In my experience as a mentor and leadership coach, these tips can help align decision-making, leader accountability and stakeholder engagement to the needs of the customers, and improve the overall culture of the organization. As a result, the brand will come to life.

How have you improved your leadership intelligence?

Posted by Peter Tarhanidis on: September 06, 2017 10:54 PM | Permalink | Comments (7)

Leaders exert influence for success

By Peter Tarhanidis

Whenever I’m in a leadership role I try to be sensitive to the level of influence I gain, retain and lose. Influence is a precious commodity for a leader. And it can be disastrous if you lose your team or if tensions arise that reduce one’s effectiveness to achieve a goal.

I recall one of my client assignments where the goal was to ensure a successful integration of a complex merger and acquisition. The team had slipped on dates, missed key meetings and there were no formalized milestones.

I set up casual meetings to discuss with each member what would motivate them to participate. One clear signal was that management had changed the acquisition date several times. This disengaged the team due to false starts that took time away from other priorities.

During the sponsor review, I reported there was a communication breakdown and that no one shared this effort as a priority. At that point, the sponsor could have used his position of power to pressure everyone to do their part. However, the sponsor did not want to come off as autocratic.

Instead, he asked if I would be willing to find an alternative approach to get the team’s buy in.

I realized my influence was low, but I wanted to help improve the outcome for this team. So I talked again with each team member to negotiate a common approach with the goal to be integration-ready without having an exact date.

Ultimately, our goal was to have all milestones met while a smaller core team could later remain to implement the integration when management announced the final date.

A leader uses influence as part of the process to communicate ideas, gain approval and motivate colleagues to implement the concepts through changes to the organization. 

In many cases, success increases as a leaders exert influence over others to find a shared purpose.

Tell me, which creates your best outcomes as a leader: influencing others through power or through negotiation?

Posted by Peter Tarhanidis on: May 31, 2017 10:10 AM | Permalink | Comments (15)

Playing the Right Leadership Role

Leadership Role

By Peter Tarhanidis

It is not unusual for project leaders to fill a variety of leadership roles over the course of the many unique initiatives we take on.

As I transition from one client, program, employer or team to another, my personal challenge is to quickly work out the best leadership role to play in my new environment. Therefore, I find it helpful to have some knowledge of leadership theory and research.

Leaders must understand the role they fill in relation to staff and management. That typically falls into three categories, as defined by Henry Mintzberg, Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University, Montreal, Quebec, Canada:

Interpersonal: A leader who is either organizing the firm or a department, or acting as an intermediary. He or she is the figurehead, leader or liaison.

Informational: A leader that gathers, communicates and shares information with internal and external stakeholders. He or she is the mentor, disseminator, and spokesman.

Decisional: A leader that governs and has to make decisions, manage conflict and negotiate accords. He or she is the entrepreneur, disturbance handler, resource allocator and negotiator.

During one of my recent transitions, I thought I was a decisional leader, but I was expected to play an informational role. When I acted on information rather than sharing it and gaining consensus toward a common goal, my team was very confused. That’s why it’s so important to know the role you’re expected to fill.

When you start a new effort, how do you determine what role you’re expected to play? How has that contributed to your success?

Posted by Peter Tarhanidis on: March 17, 2017 09:50 AM | Permalink | Comments (13)

3 Project Management Resolutions For 2017

 

by Dave Wakeman

As we prepare to head into a new year, I’m getting on board with the host of resolution posts that are sure to inundate social media over the coming weeks.

I have two reasons for wanting to tackle this post. First, resolutions are fun! And second, I think we can use the turn of the year to challenge ourselves as leaders and professionals.

In that spirit, I offer up these three resolutions that I hope all project managers can make for 2017.

Resolution #1: Act more strategically

I’ve touched on this topic over and over in the last year, but I think it should be at the top of every project manager’s list of resolutions. It can be a huge accelerant to your career.

Why?

Because strategic thinking is the secret sauce of any organization—and too often it’s in short supply.

As a strategic project manager, you can help shape the direction of your organization and influence which projects are taken on. That should be good for you and your organization.

Resolution #2: Up your communications game

I had lunch with a project manager working in construction today and we talked about the biggest challenge he was dealing with.

You want to take a guess at what it was? You got it! Communication.

We can never be good enough at communicating up and down in our project teams. To drive your communication skills to the next level, focus more on consistency. Commit to setting schedules for when and how you will communicate. And don’t hesitate to reach out first when you think something needs to be said.

Let’s face it, the old saying that 90 percent of being a project manager is communication is still true—and that’s not likely to change any time soon.

Resolution #3: Build new skills

As our workplace becomes more diverse and remote, as project requirements change in the face of everything from disruptive technology to a shifting political climate, the challenges we face will require us to learn new skills in order to be effective.

Therefore, self-improvement and professional development should be an on-going and natural resolution.

What are your resolutions for becoming a better project manager in 2017? Let me know in the comments below!

Good luck out there and Happy New Year!  

Posted by David Wakeman on: December 23, 2016 09:17 PM | Permalink | Comments (10)

Customizing Your Leadership Style

 

by Peter Tarhanidis

I’ve served in various leadership roles throughout my career. In one role, I worked with engineers to build and deliver a technical roadmap of solutions. In another, I was charged with coordinating team efforts to ensure a post-merger integration would be successful.

All of my leadership roles ultimately taught me there’s no-one-size-fits-all style for how to head up a team. Instead, the situation and structure of the team determines the right approach.

Traditional teams are comprised of a sole leader in charge of several team members with set job descriptions and specialized skills, each with individual tasks and accountability. The leader in this environment serves as the chief motivator, the coach and mentor, and the culture enforcer. He or she is also the primary role model—and therefore expected to set a strong example.

But, this traditional team setup is not always the norm.

Take self-managed teams, for example. On these teams, the roles are interchangeable, the team is accountable as one unit, the work is interdependent, the job roles are flexible and the team is multi-skilled, according to Leadership: Theory, Application, & Skill Development, written by Robert M. Lussier, a professor of business management at Springfield College in Springfield, Massachusetts, USA.

On a self-managed team, each person’s capabilities support the team’s overall effectiveness. While these teams do need to have their efforts coordinated, they spread leadership accountability across the group.

Members each initiate and coordinate team efforts without relying on an individual leader’s direction, according to Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams by Miriam Muethel and Martin Hoegl.

Effective leaders adjust their style to the needs of varied situations and the capability of their followers. Their styles are not automatic. Instead, they get to know their team members and ensure their teams are set up to succeed.

How do you pick the right leadership style to use with your teams?

Posted by Peter Tarhanidis on: December 22, 2016 03:13 PM | Permalink | Comments (10)
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