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
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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? |
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? |
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
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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? |
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
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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? |