Micah SchromPrincipal Consultant| Collaborative Dynamics, LLCNy, United States
Hi, everyone!
Having served in project management roles for 10 years, I have found that most PM training is focused more on managing a project rather than helping to develop project managers' leadership skills. Most leadership development programs are designed for traditional "people leaders" and many project managers don't have direct reports.
As a consultant and professor, I'm curious as to whether this is an industry wide gap or opportunity. Looking for other perspectives. Saving Changes...
Micah SchromPrincipal Consultant| Collaborative Dynamics, LLCNy, United States
Jul 11, 2017 11:23 AM
Replying to Sante Delle-Vergini, PhD
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I think PM's are "people leaders"; their team as a direct example through motivating, inspiring and developing members who may become leaders themselves. Then displaying other leadership skills to the wider project stakeholder community such as influence, negotiation, communicating a vision (the project charter?). PM's as leaders need to display integrity, ethics and emotional intelligence, just a few examples of the leadership skills that set managing PM's apart from leadership PM's. But to your point, within the PMI structure, I think more emphasis on leadership skills as a key process in the literature and training could be beneficial.
I agree they are people leaders in that they do manage people even though they aren't direct reports in many cases. Because of that, I think there is nuance is being a leader in a PM role and a leader in a functional role. Saving Changes...
Ramachandran SwaminathanRegional Delivery Manager| Oracle Consulting IndiaBangalore, Karnataka, India
Hi Micah,
Whether or not to include Leadership skills depends on the type of organizations and what skills they want to impart on their project managers. In a completely projectized organization, where the resources directly report to the PM, both project mgmt and leadership skills are very important and this calls for appropriate training for the PMs.
In matrix organizations, where the resources dont directly report to the PM, the PM is treated as coming from a different department and emphasis on leadership skills are not given
In my personal opinion, irrespective of the organization type(Matrix or Projectized), both the skills are important as the project outcome is the responsibility of the Pm Saving Changes...
Hi Micah,
I memory serves me correctly, PMBoK assumes away such issues as part of 'general management' skills and therefore not included in PMBoK which is seen as adding Project Management specific skills.
My approach for many years is rather like some of what comes under the 'Agile' umbrella, such as self organising teams deciding how they will achieve their tasks. I take the role of clearing any obstructions they encounter, and generally mentoring and coaching them to achieve goals they have accepted and 'own'.
This is consistent with a lot of what I learned in my MBA.
I would also add that Toastmasters offers a low cost means of learning and working on leadership skills if you are prepared to make the effort. It is over a period of time and so tends to 'stick' as you have mentioned. You can also hone skills that are part of leadership including presentation and facilitation skills. Saving Changes...
Hi Micah, great question! Good leadership is a choice you make. Great leaders are not born thus. Great leaders make the necessary investments. I'm posting a link to a free resource you may find helpful - Collaborative Project Management: A Handbook. The book was written by the CEO of BrightWork and covers both personal and situational leadership extensively. Lots of great tips and ideas in there, which are practical and easy to implement.
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Although direct reports vary, its important to note the PM should, regardless, exude a leadership quality. Leadership is even more important if the organization is matrix weighted as there you are responsible for influencing team members who do not report to you to get the project work accomplished.
#Leadership #Influence Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Agreed, Andrew. Over my years, MOST of the people on my teams actually reported to someone else--they were on loan, and I had to mold them into a team, rather than a mob. One thing I learned quickly, you will use mentorship and leadership skills far more often than you will supervisory skills. Treat each of them as a key member of your team, get to know their actual (versus bio) skills, and figure out how they can help you, and each other, move toward success. That's what a PM really does, and it is not an innate capability. Saving Changes...
Mikel SteadmanPMO Leader| Development Dimensions InternationalTroy, Nh, United States
LEADERSHIP IS INFLUENCE. NOTHING MORE, NOTHING LESS.
You're right, there is a gap and it's an opportunity. While the PDU and PMBOK books help you stay sharp in the process management of a project, the best PMs dually grow their leadership skills and abilities.
There is nothing more challenging than gaining the respect and earned leadership function from people that "technically" do not "have" to listen or help you. Saving Changes...
