By Dave Wakeman
As we head into the fourth quarter, our minds are likely focusing on finishing the year strong, hitting our goals and, maybe, thinking about what 2019 will bring.
For many, that line of thinking includes how we can better develop ourselves, make ourselves more valuable to our organization and make sure that we are always on the cutting edge with our skills.
Based on the business and project management landscape, I think the skills project managers will need are going to be different and faster changing than ever before. To me, these are the three key skills we all need to make sure we maintain our future relevance.
1. Strategy: More project managers are being asked to help set the strategic direction for their organization. This means they have to have an understanding of the organization’s big-picture goals and how the projects they are leading fit into those goals.
Project managers must be willing to make the tough decisions to halt projects or advocate for projects that will move the organization toward their goals.
You can develop a better strategic mindset by making certain you understand your organization’s core goals and asking yourself how the projects you are working on fit into those goals. And, when they don’t fit, you can train yourself to evaluate the action needed to rectify that.
2. Communications: I’ve spent a lot of time writing about the need to do a better job communicating with your team. And that need is only increasing.
You need to constantly work on improving your communications skills to keep up with the continuing demand of an always-on world.
This means you will need to understand how to communicate in-person and online, up and down the organizational chart, and inside and outside of your organization. The best communicators are always listening and processing information. The goal is that they are able to understand, translate and share that information with all their key stakeholders in a way that has the maximum impact.
3. Sales skills: In the future, selling is going to be a key part of the project manager’s toolkit.
Because we are going to have to get better at advocating for the resources we need, the tools we have access to and getting our ideas acted on. And that’s sales.
Getting project managers signed up for cold calling might seem like a stretch. But when you think about selling as the art of persuasion, it’s a much easier idea to get behind.
The days of command-and-control are over, but that doesn’t have to be a bad thing. It just means that we have to change.
What do you think project managers are going to need to know in the future?
Find Purpose to Unlock Exceptional Performance
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Find Purpose to Unlock Exceptional Performance
By Peter Tarhanidis, MBA, PhD
There are three common maturity levels in developing project management leadership:
It takes many years to cultivate the skills necessary to execute complex initiatives of all sizes and types. And project leaders may find gratification in the personal development to sustain their performance, as well as their project achievements.
However, over time, it’s not unusual to lose sight of that passion, excitement and engagement for executing initiatives. Instead, the project leader may default to simply providing the project management administrative activities of project execution. This reversal of development is a leadership pitfall and creates a chasm between high performance and exceptional performance.
One way to bridge the chasm is to be purpose-driven. A defined purpose distinguishes oneself as a distinctive as a brand. A brand is underpinned by one’s education, abilities and accomplishments. By identifying what is central to your interests and commitments, project leaders can re-engage with purpose and unlock exceptional performance. This can be broad or can be very specific in a subject expertise.
I have use the following method to find my brand and define my purpose:
Having used this approach to define my purpose, I learned I enjoy the macro view of the firm. I regularly coach leaders and help them develop their teams. Therefore, I like to simultaneously drive toward exceptional performance to achieve a firm’s mission and to advance the needs of society.
Please share your purpose and any examples of exceptional performance you achieved toward that purpose.
High-Performance Teams Are Purpose-Driven
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By Peter Tarhanidis, Ph.D., M.B.A.
Program teams should collaborate like a world-class orchestra.
This ideal state of team engagement and performance requires the presence of several key elements, including an engaged sponsor, a governance committee, a project manager and a status dashboard to communicate performance.
However, maximizing this level of performance is especially challenging when working with cross-functional groups, external stakeholders and shareholders. This increases the complexity of the human performance aspects of team management.
I recall one assignment I worked on that required the team to design and build a new centralized model to bring together three different operations. The team was given two additional challenges. The first challenge was to consolidate disparate teams into two geographic centers. They also had to reduce the overall timeline from 18 months to 10 months.
These challenges exacerbated how teams were not working well with their counterparts. They quickly became dysfunctional and lost their purpose. The project was crashing.
Stepping into this situation I decided to conduct a stakeholder analysis. I used this approach as an intervention method to understand the underlying themes. The analysis revealed the team:
After reflecting on the team’s feedback, I realized that most members wanted to find meaning in their work. It seemed no one was developing their sense of shared purpose and putting their strengths to work toward this program.
I decided I needed to re-invest them as members of the team. To get the team back to performing well, I:
This approach strengthened the program and delivered on the challenges.
The lesson learned is, do not simply apply methods and approaches in complex program delivery. Manage the team’s purpose and establish shared values as an important driver of overall delivery.
How do you manage that purpose and invest in high-performing teams?
by Dave Wakeman
Not all project managers are created equal.
The challenge for many of us is how to stand out in a marketplace where people are constantly talking about being a brand. Also, how do you stand out in culture where selling your importance to the project is often more important than actually getting things accomplished on the project?
Here are a few ideas that can help you build your presence as a key part of your organization’s success and put you in line to be rewarded for the contributions you make.
Make sure you communicate up and down the organization.
Communication plans are a key part of what you do as a project manager. But have you ever thought about making sure that you communicate your teams’ accomplishments up and down the organization?
If you are anything like me, you’re likely falling into the trap that your work should speak for itself.
This isn’t always true.
In far too many instances, the person with the best results isn’t the one that is rewarded. That’s why it is essential that you communicate successes up and down the line on your projects.
This will not only help you stand out as a project manager, it will also give you a chance to show off the successes of your team and reward those efforts.
To more regularly celebrate results, you can build acknowledgement into the communications that are already scheduled. For example, you might start your next meeting off with “three things we did that really moved the project forward” or something along those lines.
Share your ideas inside the organization and with the project management community.
It’s easy for me to say this because I’ve been writing about project management for years, but one of the key ways that you can make sure you’re respected as a project manager is to share your ideas —inside and outside the organization.
One thing that is great about having a PMI Project Management Professional (PMP®) certification is that you’re rewarded for continuous learning and teaching with PDUs. Sharing also enables you to stand out because you’re the one offering up new approaches and ideas about what is challenging project managers and their organizations.
You can easily do that by starting a blog here. This website offers all of us in the project management community the chance to share our ideas.
Plus, blogging is a low barrier to entry.
On top of that, most local PMI chapters are always looking for speakers.
Push yourself to continually grow.
I mean this in a business sense as much as for project management.
Project managers really stand out when they go beyond technical proficiency. They should spend time learning about the larger environment that their organization is competing in and how that will impact what goes into the strategic decision-making process.
If you’re constantly working on improving your business acumen, you will set yourself apart from other project managers and become a go-to resource in your organization much more easily.
You can do this by reading the news a little bit every day. I use Flipboard to learn about new ideas and stories in the business world. The key isn’t to try and do everything. Instead, it’s to have an understanding of the business market that your organization is competing in.
The big key to standing out as a project manager is to never stand still. There isn’t one magic idea that will make you a world-famous project manager. But if you are constantly learning, communicating and sharing, you have a good chance at being a leader in your organization and in the project management field as well.
How do you stand out as a project manager in your organization?
By the way, I write a weekly newsletter that focuses on strategy, value, and performance. If you enjoyed this piece, you will really enjoy the weekly newsletter. Make sure you never miss it! Sign up here or send me an email at email@example.com!
By Peter Tarhanidis, M.B.A, Ph.D.
Many organizations are shifting their traditional operating models to include new innovative collaborations and social networks to sustain economic growth. These new operating models, however, challenge the future of leadership.
Most operating models used today were designed in the industrial age. In these models, the division of labor is by specialization, which is hierarchical in nature. This approach has been analyzed and debated by philosophers including Plato and economists such as Adam Smith, whose analysis is incorporated in current organizational designs defining a company’s value chain. The advantage of this approach is that it drives increases in productivity and efficiency by allocating teams by their skillset.
Yet companies are boxed in today. They have become efficient and productive, but are at a disadvantage in sustaining innovation.
Companies are challenged to design and integrate innovative operating models to continue to drive economic growth. Some ways companies are leveraging new operating models to drive innovation include creating internal groups to access and fund startups and sharing resources with external research centers to drive external collaborations that drive new product pipelines.
These innovative operating models challenge leaders to work collaboratively across value chains and external business partners. To meet that challenge, there must be a shift in a leader and team skill sets.
The organizational design shifts from a division of labor and specialization to one that taps into knowledge workers and social networks. This shift—to forge new innovations and operating models—challenges leaders to define new behaviors, styles, skills and professional networks to sustain economic growth.
Project leaders and their teams have been at the forefront of working across these emerging models, navigating both internally as productivity experts, externally as innovation collaborators, and professionally to develop social networks to foster and sustain economic growth.
One’s future as a leader comes down to navigating your development against these current organizational trends. One approach I find helpful is to define personal 360-degree feedbacks. Start with three simple questions to determine where you need to develop and build from, such as:
Having used this personal approach, I learned the following three themes to form my development opportunities:
One must then consider what actions they should commit to developing — whether it is leadership behaviors and styles, business relationships or knowledge — to lead today’s organizations and sustain economic growth and relevance.