Clay SpringerChief Commercial Officer| ProVerne SolutionsMckinney, Tx, United States
I am passionate about turning Project Managers into Project Leaders. Too often the profession (and it's duties within the organization) are viewed as "technical", or worse, "administrative". Organizations don't see PMs and the PMOs as leaders of change that drive the organization forward. I think it's time to change that, and I'd like to get your input as to what's keeping that from happening. Responses should focus on two areas:
First, what organizationally is preventing this from happening?
Second, what personally is keeping you from taking a prominent leadership role?
I look forward to hearing from all of you! Saving Changes...
1. PMs are very concentrated on three projects' constraints: cost, time, scope. All they are expected is to keep projects in these limits. Unfortunately, such an approach establishes a defensive mindset in PMs. They are set in a process very deeply.
2. I think not about me personally but about an environment that prevents the defensive mindset of PMs. Involving them into business strategy discussion, business cases creation process and other activities that allow them to see on the project outside, from the company view. Saving Changes...
Greg GithensAuthor, "How to Think Strategically." Executive & Leadership Coach| Catalyst & Cadre LLCLakewood Ranch, Fl, United States
I'll answer the second question first. There is little that blocks me from practicing leadership day to day. On occasion I'm lazy and stay in my comfort zone, but I hope that most of the time I choose wisely and practice leadership.
To the first question about organizational impediments, one reason is that that organization's treat leadership as a "warm fuzzy" quality. Stated differently, they say to individuals: be a leader, but don't ever threaten the status quo. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
The problem revolves around how project management performance is measured. If you are paid to be on time, on budget and on scope, why would you spent time and effort on non-measured dimensions such as benefits or morale? Saving Changes...
