IPM Day 2017: People, Passion, and Purpose in a Digital Age
November 2, 2017 | Online
3 Tips to Enhance Your Leadership IQ
Categories:
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Communication,
Communication,
Complexity,
Education and Training,
Ethics,
Facilitation,
Human Aspects of PM,
Human Resources,
Innovation,
Innovation,
Leadership,
Leadership,
Lessons Learned,
Lessons Learned,
Mentoring,
Program Management,
Project Delivery,
Project Failure,
Project Planning,
Project Requirements,
Reflections on the PM Life,
Risk Management,
Roundtable,
Social Responsibility,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Human Aspects of PM, Human Resources, Innovation, Innovation, Leadership, Leadership, Lessons Learned, Lessons Learned, Mentoring, Program Management, Project Delivery, Project Failure, Project Planning, Project Requirements, Reflections on the PM Life, Risk Management, Roundtable, Social Responsibility, Stakeholder, Strategy, Talent Management, Teams
|
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:
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? |
A Checklist for Shared Outcomes
Categories:
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Communication,
Communication,
Complexity,
Education and Training,
Ethics,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Leadership,
Leadership,
Lessons Learned,
Mentoring,
PMOs,
Portfolio Management,
Procurement,
Program Management,
Project Delivery,
Project Failure,
Project Planning,
Roundtable,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Procurement, Program Management, Project Delivery, Project Failure, Project Planning, Roundtable, Stakeholder, Strategy, Talent Management, Teams
| 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? |
Kick-Off Meetings: The Beginning of Success or Failure
| 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: 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
Categories:
Agile,
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Communication,
Complexity,
Education and Training,
Ethics,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
Leadership,
Lessons Learned,
Mentoring,
New to Project Management,
PM Think About It,
PMI,
PMI Pulse of the Profession,
PMOs,
Portfolio Management,
Program Management,
Project Delivery,
Project Failure,
Project Planning,
Reflections on the PM Life,
Roundtable,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, PM Think About It, PMI, PMI Pulse of the Profession, PMOs, Portfolio Management, Program Management, Project Delivery, Project Failure, Project Planning, Reflections on the PM Life, Roundtable, Stakeholder, Strategy, Talent Management, Teams
|
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? |
Playing the Right Leadership Role
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
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? |