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.
A Checklist for Shared Outcomes
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By Peter Tarhanidis
I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to me to define. There was no buy-in. The team and the partnerships were sure to fail.
But I was determined to make the team successful. For me, this meant it would be accountable for managing thriving partnerships and delivering superior outcomes.
To get things back on track, I had to first get alignment on goals. Setting shared goals can help to shape collaborative and accountable teams that produce desired outcomes.
Establishing goal alignment can be a difficult leadership challenge; however, leaders must gather the needs of all stakeholders and analyze their importance to achieve the desired organization outcome.
I often use this checklist to tackle this challenge:
I used this checklist during the procurement team project and it helped to reset and reinvigorate the team. Once we aligned around shared goals, team collaboration increased and the organization started to achieve the targeted business benefits.
If you’ve used a checklist like this before, where have you stumbled and how did you turn it around?
Imagine this scenario: You are the project manager of a new, strategic project of your company. Excited, you prepare the necessary documents and schedule the project's kick-off meeting.
The kick-off meeting seem to be going well, until you start presenting the necessities and you notice resistance coming from functional managers in ceding their resources.
And it’s only then you realize your mistake: You should have invited the project sponsor to the kick-off.
Kick-off meetings, which should take place between the end of the planning stage and the beginning of implementation, are of paramount importance to the success (or failure) of a project. And you must prepare.
For the project manager, the kick off is a great opportunity to ensure that your stakeholders are identified, to demonstrate that there is a common gain in the success of the project, to map out the stakeholder predispositions and to ensure that their respective roles are understood.
Here are four things to keep in mind:
1. The Invite List: You must have the other relevant stakeholders in the room—functional managers, the customer of the project product and all those who can have an influence, either positively or negatively.
2. The Meeting Infrastructure: The size of the room, amenities, coffee break and everything else that make the environment appropriate.
3. The Presentation: The kick-off meeting will be your moment to demonstrate that the project is well planned with mapped risks. But, keep your audience in mind. For example, the sponsor, usually an executive with no time to see the details, will be present at this meeting. Make your presentation concise and objective by showing that you have a clear vision of where you want to go.
4. The Sponsor: The great benefit of the kick-off meeting is to get commitment to the development and success of the project. Without it, the project manager always runs the risk of having their needs not met. This is where the essential participation of the sponsor comes in. He or she typically has a politician's nature.
Even though it is up to the project manager to conduct the meeting, it is essential that, soon after the welcome is given, the project manager gives the floor to the sponsor. They can use their position within the organization to "suggest" to those involved to give their support, resources and conditions to the project manager on behalf of the expected results of the project. With the sponsor message given—even if he or she leaves right after they speak—there is a greater chance that everyone else will understand and support the project and that will make the rest of the meeting easier for you.
Leaders exert influence for success
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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?
By Christian Bisson, PMP
A deadline is the project objective defined in terms of time. But on some projects (a lot of them, unfortunately) the delivery date is not necessarily realistic.
When projects get delayed, the obvious solution is to push back the deadline. But it’s not so simple for every project.
Here are a few factors to weigh before deciding how to move forward when facing project setbacks:
The Client Relationship
Assuming the agency runs client-facing projects, not internal products, this is typically the most important reason to deliver a project on time. Happy clients bring in more projects—and other clients by word of mouth.
Determining whether or not your client will react negatively to a project delay may depend on the cause of the holdup. Is the delay related to client actions, such as adding new requirements or delivering assets late? Or is it due to internal errors, such as poor estimating or planning?
Keeping clients happy also presents a sort of balancing act for many agencies. You have to keep clients happy because they bring in the money that runs the agency. But, on the other hand, you don’t want your team members so bogged down with additional requests and revisions that they become tired or frustrated to the point they will leave.
Projects often have what we call hard deadlines, meaning the date cannot be changed under any circumstances. For example, in e-commerce, there are projects tied to holiday sales and, obviously, those dates cannot move. Missing those opportunities can have a drastic impact on sales. In these cases, it might actually be more cost-efficient to invest in more resources to speed up the project and have it ready on time.
The Big Picture
Delaying a project can have a direct impact on other projects, as well. Team members may be scheduled to move to another project once the first is completed, for example, so delaying that transition date can have a chain reaction on an agency’s planning. Talk to someone with a wide-angle view of the organization’s portfolio to better understand these potential implications.
There’s no magic solution for dealing with a delayed project. All you can do is balance the pros and cons and make a judgment call.
What factors do you typically weigh when deciding whether or not to push back the deadline on a delayed project? What advice do you have for other project managers facing a delay?