Playing the Right Leadership Role
Education and Training,
Human Aspects of PM,
New to Project Management,
Reflections on the PM Life,
Categories: Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Facilitation, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, New to Project Management, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams, Tools
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?
by Christian Bisson, PMP
When a new person joins the team, there’s always a bit of a learning curve. But when teams fail to prepare new members, it takes even longer for them to provide efficiencies and improve performance.
Here are three training tips to help new recruits hit the ground running:
1. Don’t Put Trainees In Control
Being available to answer questions isn’t a sufficient way to train new team members.
While knowledge is transferred when you answer a question, new recruits can only ask about issues they’re aware of. This means they’ll often make mistakes that could have been avoided.
Rather than let team members learn things the hard way, share important information before questions are asked—and remember that details matter. For example, project briefs are done differently everywhere, and it’s not always clear who should be included if no one has been specified. A new team member might not think to ask if he or she has sent briefs a specific way at previous jobs.
2. Create an Onboarding Plan
Don’t make new team members chase people down to discuss processes or protocols.
I once joined a team where I was told to set up meetings with a dozen different colleagues so they could explain how they work. I didn’t really know how the conversations would turn out, but I expected the others would be prepared to meet with me.
The result was a bit surprising. The list of people I was supposed to meet with was outdated—several were no longer with the company—and those who were still around expected me to lead the meeting since I had set it up (which made sense). So they didn’t quite know what to say.
This experience was an eye opener. To make new members feel welcome, teams should plan onboarding discussions in advance and have information ready to share.
3. Take a Phased Approach
More often than not, generic training sessions bore and demotivate people, wasting everyone’s time.
Instead, training should be relevant to a person’s role and immediate needs. For example, not everything that a new team member should know will be relevant on day one. If you give them information they’ll need a few months down the road during onboarding, chances are they’ll have forgotten everything when that time comes.
Training and knowledge sharing should be done gradually. The gaming world offers a useful example. Many games have ongoing tutorials where bits of information are shared throughout gameplay, requiring the player to practice a new skill right before it’s needed. This approach maximizes the learning experience and keeps training from becoming tedious. It makes lessons easier to absorb and more likely to be remembered.
Training is often thought of a secondary need for new team members, being conducted as time allows—which might be never. How do you make time for training on your team? What type of knowledge transfer do you prioritize?
By Peter Tarhanidis
These days there is such a high influx of projects and such a demand for project managers, but such a limited supply of practitioners. How can companies help their project professionals improve their skills and knowledge so that they can work to meet that need?
Leaders deliver more results by sponsoring grassroots project management learning and development programs. Common approaches and best practices are shared across all levels of project managers—ranging from novices to practitioners. Therefore, if an organization has more employees who can learn to leverage project management disciplines, then the organization can meet the increasing demand, and are more likely to develop mature practices that achieve better results.
One type of grassroots effort is to establish a project management community of practice (CoP). CoPs are groups of people who share a craft or a profession. Members operationalize the processes and strategies they learn in an instructional setting. The group evolves based on common interests or missions with the goal of gaining knowledge related to their field.
For project managers, there is a specific added benefit of CoPs. They bring together a group who are traditionally part of separately managed units within an organization focused on strategic portfolios and programs.
CoP members develop by sharing information and experiences, which in turn develops professional competence and personal leadership. CoPs are interactive places to meet online, discuss ideas and build the profession’s body of knowledge. Knowledge is developed that is both explicit (concepts, principles, procedures) and implicit (knowledge that we cannot articulate).
In my experience, I have seen CoP utilized in lieu of project management offices. The members define a common set of tools, process and methodology. The CoP distributed work across more participants, increased their productivity to deliver hundreds of projects, improved the visibility of the members with management and positioned members for functional rotations throughout the business.
Which do you think drive better performance outcomes—establishing hierarchal project management organizations or mature project management disciplines through CoPs?
By Christian Bisson, PMP
In my last post, I discussed why you should manage projects via project management tools rather than via email. Let’s imagine you’re making the transition—a wise choice, congratulations! But it may not be smooth sailing as you embed the tool into day-to-day team life.
This post talks about challenges you might encounter a long the way, and how to address them.
Not everyone can pick up a tool and learn how to use it on their own. And more often than not, training given to people is not fine-tuned to each individual’s needs.
Some will struggle, meaning they will avoid the use of the tool and revert back to emails or other means to get their work done. In this instance, you might even be asked to stop using the tool yourself because others struggle.
Although abandoning the tool might seem like a quicker way of fixing the issue, it’s actually addressing a symptom, not a cause. Avoiding the use of the tool is not going to be beneficial to anyone long-term.
Instead, take the time to help anyone who struggles, or prepare customized training for your team members. Ask them where they are having trouble, and show them how they can achieve what they need to do.
Oddly, one recurring complaint of using a project management tool instead of emails is receiving too many emails. For instance, when people comment within a task, the tool might email once per comment.
There are two ways you can mitigate the amount of emails:
Many organizations work with more than one tool, which can be very effective in some cases. However, what often happens is that team members are confused because they do not know where to go to see their tasks. In addition, sometimes team members in other locations do not have access to the tool.
All this means the project manager struggles to manage all the work of a project since tasks can’t be assigned to everyone or tasks are split into different locations.
This can be tricky to deal with if the project manager cannot select tools and access. However, the objective is to have everyone on board use one project management tool only. This lets all team members know where to get the information they need and allows the project manager to have a complete view of the project in one place.
There are some who feel they cannot live without email. Even when the project management tool has all the information and properly archives it, some team members still want that information emailed to them. Project managers should not resort to sending information within the tool and also sending an email to that person, which is duplicated effort for nothing.
In these cases, it is important to show the person that the same objective can be met with the tool. Show him or her how to access the information easily and how to archive a project workspace if that is a long-term concern when closing a project.
by Dave Wakeman
Care to do a little thought experiment with me? Let’s imagine what the new and improved next-gen project leader should look like. And let’s come up with a few key attributes that would make this new and improved project leader successful.
Here are a few of my ideas about how to achieve success in the future of project management:
1. Emphasize strategic ownership of your projects and your role in the organization.
I know that I’ve been hitting a constant drumbeat over the last few months about the need for project managers to become more strategic in their thinking and their actions. For good reason: As our businesses and organizations become more project-focused, the need to think and act strategically becomes a key factor in our success or failure.
One way you can jump on this before everyone else does is by always taking the initiative to frame your projects in a strategic manner when dealing with your sponsors and key stakeholders. Work with sponsors on ways that you can manipulate and focus your projects strategically.
2. Less domain knowledge and more business acumen.
The project management role in an organization has changed. Even in industries that have long embraced project management principles and the job title (e.g., IT), technical knowledge aspects have become less important because of specialization.
What has replaced the emphasis on specialization in the project manager’s role? An emphasis on strategic thinking and business acumen. This is likely to accelerate to become the new normal.
You can take advantage of this trend by working to think about your projects as tools to increase the value of your company and its products and services to your customers and prospects.
3. Communicate or die.
This last point shouldn’t be a surprise. Being a good communicator has been the differentiator between successful and unsuccessful project managers as long as project management has been a thing.
But as our world becomes more interconnected through technology, with teams dispersed across continents instead of floors, the ability to effectively communicate is going to be more and more important. And the ability to be that communicator is going to have a bigger and more meaningful impact on your career and your success in your organization.
What qualities do you think next-gen project leaders require? Please post your comments below!
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