Post on 12-Apr-2017
APM Scotland Conference
Teri Okoro PhD, RIBA MAPM, Chair APM WiPM SIG
Director TOCA, Non-Executive Director
10 September 2015
1
Leadership : Competencies
and Challenges
Session - Overview
Introduction – Context of projects and leadership
Leaders and Leadership
Leadership Competencies and Capabilities
Leadership Challenges
Next Steps
Project Failures Project Success Project 2020 – world in which all projects succeed
Barriers to success & Nature of Success
Tools and methods insufficient
Relationships important
FROM MANAGING TASKS TO INFLUENCING & LEADING
Introduction
3
4
LEADERS AND LEADERSHIP
Transformational
Transactional
Situation
Behaviour
Personality
Leaders and Leadership
Exercise
TRANSITION FROM MANAGER TO LEADER
Review of own experience
Implication for what you do and how you interact
Balance between the two elements
Skills required
5
Leaders and Leadership
Review
TRANSITION FROM MANAGER TO LEADER
Managing
Tasks
Rational
Authority
Methods
Tools
Telling
Reactive
6
Leading
People orientated
Attitudes
Behaviours
Vision
Asking
Motivating
Empowering
Proactive
Leaders and Power
7
Strategic Leader
Operational Leader
Team Leader
Team Member
Position and Role
Control of resources
Control of information
Relationships &
networks
Skills and knowledge
Personality
Leaders 4
8
Ashridge
Competencies 1
9
SELF AWARENESS
Emotionally intelligent (Golman)
Self awareness
Social Awareness
Self Management
Relationship Management
Competencies
10
KEY THEMES
Self-confidence Credibility Energy
Self-awareness Sociable communicator
Empathy Trustworthiness Decision-maker
Open-minded Visionary Analytical
Strategic Adaptability Political awareness
People-focused Change agent Socially responsible
Authentic
Competencies - Attributes
TEAM
Trust Open
Support Share information
Leverage strengths Common objectives
Synergy Bond
Respect Diverse
Clear roles Innovative
Question
11
Competencies - Behaviours
TEAM
Use past experience of success
Involve others in the vision
Identify skills and experience
Provide challenges & welcomes challenges
Create opportunities
Listen
Explains decisions
Delegate
Grow talent and the weak
Encourage networking 12
Competencies 3
Organisational
External context
Results Focus
Inclusive Vision
Remove career progression obstacles
Relevant experience
Personal development/specific skills
13
Competencies 4
LEADERSHIP STYLES
Guide
– Who clarifies the task: - offers advice
gets members to feel ownership
Consultant
- Who broadly outlines the task: - invites discussion
and ideas
- ensures team agrees action
Facilitator
- Who gives overall direction: - delegates full
responsibility to the team
- expects team to report on progress
BE PREPARED TO ALTER YOUR STYLE 14
Self
Lack of self awareness
Unconscious behaviour
Imposter Syndrome
15
Challenges
Challenges
Stakeholders Proactive
Communicate
Consult Regularly
Develop Relationships
Awareness of their constraints
Keep it Simple
Compromise
16
Challenges
Team Virtual Teams
Competition Culture
Lack of Role Model
Too Large
Varying Objectives
Rogue Autocrat
Not sharing common values
Group Think
17
Challenges
Ineffective Leaders
Don’t get best from people
Blame others
Take credit
Do and don’t lead
Don’t engage
18
Next Steps
19
Self Assessment
Address key Gaps
Build your Networks
Timely Feedback
Authentic Leadership Behaviours
Review and Reflect on Practice
Resources
APM BoK
APM Competence Framework
Project Leadership by Sarah Coleman and
Donnie MacNicol
Project Leadership by Susanne Madsen
Sources
Malala youssfhai bricplusnews.com
20
Thankyou
Questions
21
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