Must see! IIL’s International Project Management Online Conference
On Demand through January 31, 2019 | online
Find Purpose to Unlock Exceptional Performance
Categories:
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Communication,
Complexity,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Leadership,
Leadership,
Lessons Learned,
Mentoring,
New to Project Management,
PMI,
Program Management,
Roundtable,
Strategy,
Talent Management,
Teams,
Volunteering
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Leadership, Leadership, Lessons Learned, Mentoring, New to Project Management, PMI, Program Management, Roundtable, Strategy, Talent Management, Teams, Volunteering
| 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.
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High-Performance Teams Are Purpose-Driven
Categories:
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Communication,
Complexity,
Education and Training,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
Leadership,
Lessons Learned,
Mentoring,
New to Project Management,
Nontraditional Project Management,
Program Management,
Project Delivery,
Project Failure,
Reflections on the PM Life,
Risk Management,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Benefits Realization, Best Practices, Career Help, Change Management, Communication, Complexity, Education and Training, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, New to Project Management, Nontraditional Project Management, Program Management, Project Delivery, Project Failure, Reflections on the PM Life, Risk Management, Stakeholder, Strategy, Talent Management, Teams
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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? |
Project Leaders Are at the Forefront of Today’s Operating Models
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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. |
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
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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? |
3 Tips For Embracing New Ideas
| by Dave Wakeman
Back in the old days of command-and-control project management, ideas were mostly helpful at the front end of a project: during the planning phase. But as we’ve moved away from command and control into a world of specialization, ideas in projects and project management have taken on an entirely new role. More than ever, ideas are what make the difference between success and failure. For many project managers, however, it’s challenging to embrace and utilize new ideas and new ways of approaching problems. Here are a few ideas on how to embrace new ideas more readily in your regular project work. 1. Understand that your team is full of experts. Old-school project managers needed to have a high level of expertise in many areas, but today project managers’ key skill is really the ability to communicate. This means it’s likely the project manager doesn’t really know everything about every aspect of a project. Which is actually good for embracing new ideas. Because as someone who has the key role of communicating and putting team members in the position to be successful, you have to understand that you are dealing with teams of experts. They’ll have ideas—be sure to listen to them. 2. Always focus on outcomes. I know that the idea of focusing on the outcomes should be common sense by now. But in too many instances, project managers still focus on activities rather than outcomes. So focus on the outcomes and allow your teams to have the flexibility to take the actions they think will lead to a positive result. 3. Find a new point of view. Too many people become wed to one way of looking at things. The problem with that mentality ties back to my first point: project managers can’t control every decision. We don’t have expertise on everything that is going on in our projects. Get out of your own head and try to gain a different point of view. Think about a challenge from the viewpoint of the end user, the sponsor or the members of the team required to do the work. Thinking from another point of view will help you come up with a different set of ideas that you can bring to your project. The old ways of doing things or a one-size-fits-all approach doesn’t work in every case any longer. The success or failure of your project is likely tied to the ability of you and your team to come up with and implement new ideas. How do you ensure you’re noticing and taking advantage of new ideas on the projects you lead? |