2. 4-1 ELC 347 project management Week 4

3. 4-2 Agenda Assignment 2 graded –Missing case 2.3 Assignment 3 Due First Quiz –20 short essays from chap 1-4 –Available at end of class today –48 hours to complete –Due October 5 at 3:30 pm Capstone or Integrative Project ? Leadership and the Project Manager

4. 4-3 Leadership and the Project Manager Chapter 4 © 2007 Pearson Education

5. 4-4 Leadership “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leader intensive!

6. 4-5 My favorite leadership quote “ Leadership is the art of accomplishing more than the science of management says is possible.” General Colin Powell

7. 4-6 Leaders Vs. Managers  Managers have official titles in an organization  Leaders focus on interpersonal relationships rather than administration http://changingminds.org/disciplines/leadership/articles/manager_leader.htm Important differences exist between the two on: Creation of purpose Outcomes Network development Focus Execution Time-frame

8. 4-7

9. 4-8 How the Project Manager Leads Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues. Project managers:  acquire project resources  motivate and build teams  have a vision and fight fires  communicate

10. 4-9 Acquiring Resources Project are under funded for a variety of reasons:  vague goals  no sponsor  requirements understated  insufficient funds  distrust between managers

11. 4-10 Communication It is critical for a project manager to maintain strong contact with all stakeholders http://www.reaganfoundation.org/reagan/speeches/ Project meetings feature task oriented and group maintenance behaviors and serve to: – update all participants – increase understanding & commitment – make decisions – provide visibility

12. 4-11 Traits of Effective Project Leaders A number of studies on effective project leadership reveal these common themes:  Good communication  Flexibility to deal with ambiguity  Work well with project team  Skilled at various influence tactics

13. 4-12 Leading & Time Orientation Alignment timeline orientation future time perspective time span poly/monochronic time conception Skills warping creating future vision chunking time predicting recapturing the past

14. 4-13 What are Project Champions? Champions are fanatics in the single- minded pursuit of their pet ideas. Champions can be: – creative originators (owns the idea) – Entrepreneurs (matches idea <> opportunity) – godfathers or sponsors (makes a “pet” from an idea) – project managers (not always the best choice)

15. 4-14 Champion Roles Traditional Duties technical understanding leadership coordination & control obtaining resources administrative Nontraditional Duties cheerleader visionary politician risk taker ambassador

16. 4-15 Creating Project Champions Identify and encourage their emergence Encourage and reward risk takers Remember the emotional connection Free champions from traditional management

17. 4-16 The New Project Leadership Four competencies determine a project leader’s success: 1.Understanding and practicing the power of appreciation 1.It all about talent http://www.tompeters.com/http://www.tompeters.com/ 2.Reminding people what’s important 3.Generating and sustaining trust 1.Honesty 4.Aligning with the led 1.One of you not one of them

18. 4-17 Project Management Professionalism o Project work is becoming the standard for many organizations oThere is a critical need to upgrade the skills of current project workers oProject managers and support personnel need dedicated career paths

19. 4-18 Creating Project Managers  Match personalities with project work  Formalize commitment to project work with training programs  Develop a unique reward system  Identify a distinct career path

20. 4-19 Objectives Project Managers as Leaders Motivation methods –For self –For others Artful Influence Effective Delegations The 3 A’s –Accountability –Authority –Autonomy

21. 4-20 Tony’s rules for managers Criticize privately. Praise publicly

22. 4-21 Leadership and Motivation "When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders." Sun Tzu “The Art of War”

23. 4-22 Becoming a manager If you work at a place long enough you become manager –50% fail –Being a good employee does not make you a good manager Being a “doer” doesn’t make a manager

24. 4-23 A project managers leadership Coordinate different functional groups and diverse personalities Evoke commitment from people who don’t report to the manager Gain a sense of accomplishment from other’s achievement other than own Take initiative in looking ahead of deadlines toward larger company goals Become accountable for other’s performance or lack of performance Develop the skills of employees

25. 4-24 Project managers Lead when necessary Follow when someone knows better Get of the way of good people who know how to do there jobs The goal is successful completion of the project…not the personal edification of the project manager

26. 4-25 Motivation Methods for Self A leader has intensity of vision and a high expectation of success When your own motivations wanes, you can borrow from someone else. –Tom PetersTom Peters –Peter DruckerPeter Drucker –Warren BennisWarren Bennis

27. 4-26 Quotes “The manager asks how and when; the leader asks what and why.” –Warren Bennis “Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.” –Peter Drucker “An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leaders premier trait." – Tom Peters

28. 4-27 Motivation Methods for others People can only be productive if they work in an environment that fosters productivity 5 steps –Determine task preferences –Communicate Goals –Define role in success –Recognize contributions –Invite solutions

29. 4-28 Artful Influence Use influence and not power –Influence To have an effect on the condition or development of a project –Power Possession of control, authority –A leader has only the power that others are willing to defer to him/her.

30. 4-29 Techniques of Artful Influence Deferring Power –Power you allow others to have from you or which you grant to others Employees do not respond to strong arm tactics

31. 4-30 Tony’s rules for managers Having to fire an employee is a failure of management…not a failure of the employee –Every time you have to fire someone, you are admitting that you cannot manage the situation

32. 4-31 Techniques of Artful Influence Meeting employees needs –Co-opt –Empowerment –Clear definitions of successes for both the manager and the employee –A working relationship built on mutual respect –Willingness to accept an employee's input into decisions that affect the employee

33. 4-32 Techniques of Artful Influence Internal motivation Employees are intrinsically motivated –The is a basic human motivation to do good things and to want to be recognized for doing good things The goal of the managers is to help to employee self-define what is a “good thing” Banditos MC mottoBanditos MC –“If you can’t be well loved be well hated.” –People desire attentions of one form or another.

34. 4-33 Effective delegation Delegation –Handing parts of a project off to a competent team member Don’t micro manage! –It show disrespect to the people ability –People will back away from their responsibility and let you take it

35. 4-34 Effective delegation rules Don’t overload the best employees Prepare people for the tasks you are about to give them Be sure the employee has the competence, skill and ability to complete the task Remind yourself that having too much to do means,,,, you will do everything badly Check that the delegation is working –If necessary shift to someone else Remember that employees work hard.. Show Respect and gratitude for the work that you have delegate to them

36. 4-35 The three A’s of leadership Accountability Authority Autonomy

37. 4-36 Accountability Accountability is a responsibility to account for and/or explain actions undertaken Never make someone accountable for something that they cannot control. –Accountability without Authority! The big question is how the get someone to be accountable for something that an a inherent risk? –Remove blame and reward the attempt

38. 4-37 Authority Authority is the power or right to give orders or make decisions Self-Authority is taking the lead and moving ahead with projects Authority must be bounded and defined to be effective At times you must “grow” employees to get ready to accept authority

39. 4-38 Autonomy Autonomy is the desire, ability and authority to make decisions and act in the interest of the project without direct supervision. The more autonomy someone has the easier he/she is to manage

40. 4-39 A project manager Directs Guides Supports Encourages

41. 4-40 Assignment #2 Complete Project Challenge Part A on page 41 and Project Challenge Part A on Page 63. Upload a well formtted Word document Due September 22

42. 4-41 General Colin Powell Chairman (Ret), Joint Chiefs of Staff A Leadership Primer

43. 4-42 LESSON 1 "Being responsible sometimes means pissing people off." Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.

44. 4-43 LESSON 2 "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership." If this were a litmus test, the majority of CEOs would fail. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous. Two, the corporate culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. Real leaders make themselves accessible and available. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. Accordingly, they are more likely to create an environment where problem analysis replaces blame.

45. 4-44 LESSON 3 "Don't be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world." Small companies and start-ups don't have the time for analytically detached experts. They don't have the money to subsidize lofty elites, either. The president answers the phone and drives the truck when necessary; everyone on the payroll visibly produces and contributes to bottom-line results or they're history. But as companies get bigger, they often forget who "brought them to the dance": things like all-hands involvement, egalitarianism, informality, market intimacy, daring, risk, speed, agility. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are fighting the wars or bringing in the revenues. Real leaders are vigilant, and combative, in the face of these trends.

46. 4-45 LESSON 4 "Don't be afraid to challenge the pros, even in their own backyard." Learn from the pros, observe them, seek them out as mentors and partners. But remember that even the pros may have leveled out in terms of their learning and skills. Sometimes even the pros can become complacent and lazy. Leadership does not emerge from blind obedience to anyone. Xerox's Barry Rand was right on target when he warned his people that if you have a yes-man working for you, one of you is redundant. Good leadership encourages everyone's evolution.

47. 4-46 LESSON 5 "Never neglect details. When everyone's mind is dulled or distracted the leader must be doubly vigilant." Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly and efficiently. Good leaders delegate and empower others liberally, but they pay attention to details, every day. (Think about supreme athletic coaches like Jimmy Johnson, Pat Riley and Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details. Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. That is why even as they pay attention to details, they continually encourage people to challenge the process. They implicitly understand the sentiment of CEO leaders like Quad Graphic's Harry Quadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who all independently asserted that the Job of a leader is not to be the chief organizer, but the chief dis-organizer.

48. 4-47 LESSON 6 "You don't know what you can get away with until you try." You know the expression, "it's easier to get forgiveness than permission." Well, it's true. Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. But they also realize a fact of life in most organizations: if you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no." So the moral is, don't ask. Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can." There's a world of difference between these two points of view.

49. 4-48 LESSON 7 "Keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find." "If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or the scared. It's an excuse for inaction, a call to non-arms. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion. Pure fantasy. In this sort of culture, you won't find people who pro-actively take steps to solve problems as they emerge. Here's a little tip: don't invest in these companies.

50. 4-49 LESSON 8 "Organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds." In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walk the talk" with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad. How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?

51. 4-50 LESSON 9 "Organization charts and fancy titles count for next to nothing." Organization charts are frozen, anachronistic photos in a work place that ought to be as dynamic as the external environment around you. If people really followed organization charts, companies would collapse. In well-run organizations, titles are also pretty meaningless. At best, they advertise some authority, an official status conferring the ability to give orders and induce obedience. But titles mean little in terms of real power, which is the capacity to influence and inspire. Have you ever noticed that people will personally commit to certain individuals who on paper (or on the organization chart) possess little authority, but instead possess pizzazz, drive, expertise, and genuine caring for teammates and products? On the flip side, non-leaders in management may be formally anointed with all the perks and frills associated with high positions, but they have little influence on others, apart from their ability to extract minimal compliance to minimal standards.

52. 4-51 LESSON 10 "Never let your ego get so close to your position that when your position goes, your ego goes with it." Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?"

53. 4-52 LESSON 11 "Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission." Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains organizational coffers. Blindly following a particular fad generates rigidity in thought and action. Sometimes speed to market is more important than total quality. Sometimes an unapologetic directive is more appropriate than participatory discussion. Some situations require the leader to hover closely; others require long, loose leashes. Leaders honor their core values, but they are flexible in how they execute them. They understand that management techniques are not magic mantras but simply tools to be reached for at the right times.

54. 4-53 LESSON 12 "Perpetual optimism is a force multiplier." The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.

55. 4-54 LESSON 13 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.

56. 4-55 LESSON 14 "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." Effective leaders understand the KISS principle, Keep It Simple, Stupid. They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.

57. 4-56 LESSON 15 Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut." Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.

58. 4-57 LESSON 16 "The commander in the field is always right and the rear echelon is wrong, unless proved otherwise." Too often, the reverse defines corporate culture. This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion Nucor and Virgin, respectively? Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.

59. 4-58 LESSON 17 "Have fun in your command. Don't always run at a breakneck pace. Take leave when you've earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard." Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop would agree: seek people who have some balance in their lives, who are fun to hang out with, who like to laugh (at themselves, too) and who have some non-job priorities which they approach with the same passion that they do their work. Spare me the grim workaholic or the pompous pretentious "professional;” I'll help them find jobs with my competitor.

60. 4-59 LESSON 18 "Command is lonely." Harry Truman was right. Whether you're a CEO or the temporary head of a project team, the buck stops here. You can encourage participative management and bottom-up employee involvement, but ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the organization. I've seen too many non-leaders flinch from this responsibility. Even as you create an informal, open, collaborative corporate culture, prepare to be lonely.

61. 4-60 “Leadership is the art of accomplishing more than the science of management says is possible.”