Servant Leadership: Serve to Be Great

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This blog is about leadership as it applies to projects and project management, but also as it applies to society in general. The bloggers here manage projects and lead teams in both business and volunteer environments, and are all graduates of PMI's Leadership Institute Master Class. We hope to bring insight into the challenges we all experience in our projects and in our day-to-day work, providing helpful tidbits to inspire you to take action to improve—whether in your personal life, your business/work life or on your projects. Read, comment and share your experiences as we share ours. Let’s make the pie bigger! Grab a slice!

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Cameron McGaughy
Catalin Dogaru
Mike Frenette
Suzan Cho
Jonathan Lee
Tolga Özel
Graham Briggs
Cecilia Boggi

Recent Posts

Teach me to dance, will you?

Focused Leaders stay fit and in harmony!

Servant Leadership and Feminine Leadership

Where Does Strategy End and Project Management Begin?

Leadership for Collective Intelligence

Teach me to dance, will you?

Have you seen the last scene of “Zorba the Greek” movie?

If not, spoiler alert: two grown men, after witnessing the biggest failure of their only project, start to… dance.  Actually, to be more precise, the boss (who invested all his money in the project that failed) asks his one and only employee (who was more like a project manager) to teach him to dance. No reproaches, no arguments, no unnecessary discussions – they just start dancing, with the boss following the moves of the employee. The dance is their way to connect in order to be able to express their feelings and to discuss objectively and freely about what just happened.

Dancing has several characteristics that facilitate an invisible powerful bonding between people that makes for a beautiful performance. Two of these characteristics really amaze me:

  1. When two individuals are dancing, it is common practice for one to lead while the other one follows. However, the latter is actually willing to follow. Moreover, she/he expects to be lead from the moment she/he engaged in this “task” (dancing).

  2. We all know that non-verbal communication is the highest percentage in every interaction we have, transmitting more information than any other form of communication. In fact, dancing increases this percentage. When we dance, we speak less and we move more. We need, at the same time, to be careful of our moves and, most importantly, to be tuned in to our partner’s moves. In dancing, we “listen” more in order to be sure that our performance is the best sowe both succeed -  whether  we are the leader of the follower.

Of course, these are not the only bonding and performance characteristics of dancing. We need the right music, the right environment, the right partner and so on. However, as soon as we have the two mentioned above, more than 50% of the “job” is done. The dance becomes interesting, our performance is a good one and, most importantly, we enjoy it while connecting with our dance partner.

I think leadership should follow the same “recipe”. It should favour listening over speaking, willingness over forcing/pushing, authority over power. And, most importantly, it should create the right connection between the leader and the follower, a connection that allows both to express freely their feelings, concerns and ideas in order for both of them to grow and achieve success. Do you know of a leadership approach that can do all of this?

Spoiler alert (again): Servant Leadership is the “dance” we can perform every day, whether we are the leader or the follower.

OK - put on your ballroom best - ...1,2,3...Let’s dance!

Posted by Catalin Dogaru on: January 09, 2017 03:55 AM | Permalink | Comments (10)

Focused Leaders stay fit and in harmony!

Have you come across a Chinese idiom ”野人獻曝 “ Yěrén xiàn pù from Song during the Warring Period of China (around 400 BC)? The literal translation was “A peasant farmer wishes to present to the emperor the greatest benefit of the sun (the offer: when the sun shines on our backs keeps us warm and comfortable during the winter season)” It was obviously from the farmer’s perspective, not knowing that the emperor had a fur coat and was well provided for in the grand palace :-). This farmer’s naive realization from real life experiences then transcends the idiom into an expression of “providing a humble commonly-known small contribution to the elite”. With deep sincerity, this is what encouraged me to share with you today. I do treasure every moment when life is integrated and in harmony. All the best wishes for carrying out your goals with great results, and much success throughout the New Year and many more!

My first share is Daniel Goleman’s The Focused Leader for staying fit:

Daniel Goleman developed the five components of “emotional intelligence” and his 1995 book of the same title popularized the term and brought EQ to the bestseller’s list. We all can use a little more emotional intelligence to increase our wellbeing and our success. I highlight the Relationship Management as it touches upon the Inspirational Leadership, Developing Others, and Influence, being a Change Catalyst, Conflict Management, Building Bonds, and Teamwork & Collaboration while Social Awareness encompasses Empathy, Organizational Awareness and Service Orientation.

In this 2013 article at Harvard Business Review, Goleman discussed the three modes of attention as focusing on self, focusing on others and focusing on the wider world (similar to the Chinese classics “The Great Learning”: the progression to create harmony in the world. “禮記大學”:格物、致知、誠意、正心、修身、齊家、治國、平天下). Goleman stated “Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inwards leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided.”   

Goleman further elaborated "the Empathy Triad" in focusing on others as it is more than just a single attribute. They are: Cognitive empathy - the ability to understand another person's perspective; Emotional empathy - the ability to feel what someone else feels; Empathic concern - the ability to sense what another person needs from you.

Goleman concludes, "A focused leader is not the person concentrating on the three most important priorities of the year, or the most brilliant systems thinker, or the one most in tune with the corporate culture. Focused leaders can command the full range of their own attention: They are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, they understand what others need from them, they can week out distractions and also allow their minds to roam widely, free of preconceptions."

Wouldn’t it be great to be able to focus when and where we need our skills and competence the most for leadership effectiveness? The world needs more focused leaders. It all takes practice and diligence. Let’s continue the journey and keep going!

My second share is the 38 ways yoga keeps fit:

We need to be willing to exercise our brain with the attention and intent and staying fit emotionally as well as physically for the whole body. This leads to my sharing of the 38 ways yoga improves health: a personal experience and research from Timothy McCall, MD. This is the most comprehensive list I have come across. Besides healing and building strength, yoga helps us better serve others.

Maybe it will inspire us to spring into action. Take the 30-day challenge. No matter what kind of sports or exercises you enjoy, simply keep it up and do it regularly with friends or with smiles. Life is better when we stay fit and in harmony. I am very thankful. It will be a beautiful and fantastic year! Namaste!

 

Posted by Suzan Cho on: January 03, 2017 11:04 PM | Permalink | Comments (2)

Servant Leadership and Feminine Leadership

Culturally, women have been educated to serve. At least in my generation this has been that way.

From little kids, our games have to do with the care of others. When they give us dolls that we pretend are our children, we play to feed them, dress them, take care of them.

When we play to be a teacher, we develop our protection and care for our fictional or even, sometimes real students.

In my case, I was fortunate to have many siblings, and the students of my games were flesh and blood. My younger siblings were the victims of my first practices in teaching. And, maybe I was a good teacher, or maybe they were very clever, but the truth is that they learned very well and very fast.

And not only in games were women influenced to service to others. Girls also had to help Mom in the housework, help Mom to serve the table, and be on the lookout for everything Dad and brothers needed.

That is to say that we have very much incorporated service to others as part of our "being woman".

I do not want to judge whether this is good or bad.

I do not have enough knowledge to know if we do good or bad in continuing to give dolls to our own daughters and let them play as a teacher.

What I do want to rescue, is that women who grew up in that environment, are naturally prepared to serve.

And, as a result, female leadership has a much to do with servant leadership.

Women leaders often look out for other people, care about their well-being, what they need, and how they can help themselves grow.

Many authors assign to women the characteristics of being more sociable, with a greater tendency for cooperation, inclusion and care of people, forming teams that look like families.

We know that it was Robert K. Greenleaf, who in the 1970s coined the term "servant leader" - helpful leadership or service leadership, inspired by the book "Journey to the East" by Herman Hesse, where a group of travelers Travel and take a servant to perform the less important tasks. The interesting thing is that when the servant leaves them, they cannot continue. Greenleaf finds in this novel that the leadership of the journey was exercised by the servant, in silence, and from his tasks of service to others, he was the true leader of the group.

As stated on the Center for Servant Leadership- Robert K. Greenleaf website, "The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead... ".

From the above, I think we can say that in general women leaders naturally develop a style of servant leadership as a result of our training of women by women.

To conclude, I would like to recall a phrase from a great woman leader, a servant leader par excellence, Mother Teresa of Calcutta:

"He who does not live to serve, does not serve to live”.

Posted by Cecilia Boggi on: December 21, 2016 02:37 PM | Permalink | Comments (5)

Where Does Strategy End and Project Management Begin?

Share the visionIn a recent HBR article on strategic prioritization by the current chair of PMI, Antonio Nieto-Rodriguez, I read about a tool he uses aptly called Hierarchy of Purpose. This tool helps in understanding an organization’s purpose, methods of pursuing it and its strategic vision;  what is of utmost importance over the next few years; what projects should be resourced “to the hilt” that align, as well as which should be scrapped; who the best people are to involve; and, what outcome-related targets should be set.

I think this is a great tool that ties in perfectly with portfolio management, organizational [servant, I hope] leadership, stakeholder engagement and of course the programs and projects that result from the portfolio.  

But what really intrigued me was Antonio's comments about conflicting messages coming from an executive team. The example he cited, more eloquently than I could, was about an organization telling their people they had two main strategic priorities: Efficiency and Customer Satisfaction. He then related a brief story about how someone delivering a parcel was invited into their customer’s office for a chat. The person first thought “Yes! Customer Satisfaction, here I come!”, was immediately supplanted by the second thought “Oops - where is the efficiency in that?” See the conflict?  

How often do we get conflicting and unclear priorities from our leadership team and what should we as project managers and servant leaders do when that happens? I believe it is up to us to be crystal clear in OUR understanding of priorities so that WE can be crystal clear in our decision-making and in relaying the same priorities to our teams.  Would a servant leader simply accept what was said verbatim from senior members of our team? I think not.  It takes a lot of nerve to point out the need for clarity, the need for priorities that are not both number one and the need for a change in messaging.  What senior executive would not welcome such courage from a more junior leader?

So, once we understand the business priorities and have clarified where the focus should be, how do we instill this into the project team? Knowing and understanding with clarity is the first step. Communicating it clearly is the second. Communicating to the team, to the stakeholders, to the customers if applicable. Making decisions in any project becomes much easier when that shining star representing the organization's strategic and focused goals can be seen clearly and followed to a successful conclusion. Just like those three wise men who were said to have followed a star around this time of year a few thousand years ago.

How clearly does your executive teams express the strategic goals of your organization? Can you make autonomous decisions firm in the knowledge that you clearly understand both the goals and the priorities? How do you communicate this to your teams?

Food for thought.

But during this time of year, one should be clearly focusing on food for the tummy.  And with that, I wish everyone celebrating during this time a wonderful holiday season and all the best in 2017.  

 

Posted by Mike Frenette on: December 15, 2016 10:23 AM | Permalink | Comments (3)

Leadership for Collective Intelligence

Categories: Best Practices, Leadership

In our daily life, many of us have sometimes found that our individual efforts are not enough to find a solution or make a decision - that it is necessary to cooperate with our colleagues, friends or  family members. Such cooperation especially works well when you are experiencing some common challenges or have common interest in leveraging opportunities.  James Surowiecki in his book Wisdom of Crowds also reveals that a diverse collection of independently deciding individuals is likely to make certain types of decisions and predictions better than one person or even experts.

To overcome today’s social and business challenges are getting more complicated and require the power of collective intelligence by cognition (sensing), coordination and cooperation of a group of people. Getting more connected every day also provides more opportunities to enable the potential of aggregated knowledge, insight and expertise of a diverse group by enabling its members to communicate, visualize, and diversify in virtual environments.

According to Surowiecki, the intelligence of the crowd can fail when the group is homogeneous,  centralized, divided, imitating and highly emotional.

Prof. Oinas-Kukkonen, in his book Knowledge Management: Theoretical Foundations, captures the wisdom of crowds approach with the following eight conjectures:

  1. It is possible to describe how people in a group think as a whole.

  2. In some cases, groups are remarkably intelligent and are often smarter than the smartest people in them.

  3. The three conditions for a group to be intelligent are diversity, independence, and decentralization.

  4. The best decisions are a product of disagreement and contest.

  5. Too much communication can make the group as a whole less intelligent.

  6. Information aggregation functionality is needed.

  7. The right information needs to be delivered to the right people in the right place, at the right time, and in the right way.

  8. There is no need to chase the expert.

 

Enabling and elevating the intelligence of the crowd is a new critical role of Leadership besides visioning, influencing and establishing the trust of followers. To demonstrate leadership for collective intelligence, leaders need to:

  • identify and build alignment around the potential benefits of cooperating to achieve the vision.

  • inspire others to contribute their best cognition (sensing), coordination and cooperation

  • create trusted environments where people can talk and think together across organizational boundaries.

  • create space for new insights to emerge.

  • catalyze creative thinking, innovation and wider perspectives among the people they lead.

  • inspire coordinated action, rooted in common purpose and shared commitment.

  • conceive, operationalize and facilitate transformational design.  

Dear Reader, the opportunities beyond collective intelligence are limitless and provide immense power for massive changes. With your leadership, you can enable the intelligence of a group in many situations, providing unique solutions to complex problems, and creating transformative innovative ideas,shifts of strategic thinking and cultural change.

What do you think? Is it worth a try?

Posted by Tolga Özel on: November 28, 2016 05:37 AM | Permalink | Comments (3)
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