Mark S.Herzog - Dell · 2020-07-11 · Communicating with executive customer leadership – A PM...
Transcript of Mark S.Herzog - Dell · 2020-07-11 · Communicating with executive customer leadership – A PM...
PROJECT MANAGEMENT: LEADERSHIP
AND COMMUNICATIONS
Mark S.HerzogProgram ManagerEMC Corporation
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Table of Contents Introduction ............................................................................................................................................ 3
Traditional Project Management ............................................................................................................ 4
New Wave Project Management ............................................................................................................ 4
Total Customer Experience – Defined .................................................................................................... 5
“Secret Sauce” Ingredients..................................................................................................................... 5
Project Management Leadership ........................................................................................................ 5
Interpersonal Communications ........................................................................................................... 7
Personality Traits ................................................................................................................................ 8
Closing ................................................................................................................................................. 10
Disclaimer: The views, processes or methodologies published in this article are those of the
author. They do not necessarily reflect EMC Corporation’s views, processes or methodologies.
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Introduction
In today’s world of information sharing and retention, the demand for information storage and
redundancy is ever increasing. This demand will drive new technologies, new processes, and
the need for efficient implementations. In other words, sales of future information storage
technologies will remain dynamic and will drive the need for effective project management and
implementation services on a global scale.
With most technology companies, the goal is to deliver efficient technology solutions while
developing strong customer relationships. If the goal is realized, the results generate repeat
technology sales, turn vendor/customer relationships into partnerships, develop accounts that
are impenetrable by competitors, and elevate the Total Customer Experience (TCE).
Given the perceived positive impact on both repeat sales and anchoring customer accounts,
TCE has naturally become a key performance indicator garnering significant industry focus over
the past few years. In addition, effective project management has clearly become a key
contributor to elevated TCE metrics. Conversely, ineffective project management often
negatively impacts overall TCE metrics.
Today’s basic project management disciplines are designed for efficient delivery of customer
solutions. These disciplines are well documented, have a global presence, and are proven to be
effective. Within the project management community, there is regular debate about technology
companies requiring Project Managers (PMs) to gain specific and detailed technology
certifications focused on enhancing overall project management effectiveness and delivery. This
assumption/direction implies “technical speak” and “technical understanding” are the primary
drivers surrounding project delivery and project team leadership. While these attributes can
assist in delivery of a technical project, they are not the foundation for enhancing overall TCE
metrics, generating long-term customer/vendor partnerships, or repeat professional services
engagements.
The focus of this article is to describe the “secret sauce” that bridges traditional project
management training with TCE.
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Traditional Project Management
Traditional project management disciplines focus mainly on delivering against scoped objectives
or requirements. The foundations of traditional project management disciplines include:
requirements documents
project kick-off documents
statements of work documents
risk analysis documents
project plans
status reports
project flow charts
project closure documents
There are standard templates supporting all foundational project management documents
available from a variety sources. In addition, most companies house custom versions of the
above-mentioned within their respective Project Management Offices (PMOs). Without question,
these project management documents serve as important project guides for any PM and
certainly contribute to successful delivery of a project or program. In fact, leveraging these
guideposts is considered imperative to minimizing project risks. Therefore, the importance of
leveraging traditional project management practices and standard project documentation is
widely accepted as a requirement for PM success.
However, even with successful PM delivery (basically defined as on-time and on-budget) using
traditional disciplines described above, project management TCE may not be positive or
enhanced.
New Wave Project Management
Effective leadership, interpersonal communications skills, and understanding customer
personality traits aligned with traditional project management disciplines can have significant
positive impacts on project management TCE. The more a customer recognizes talent and
“relates to” and “likes” a PM personally, the more likely a positive impact on the TCE metric with
the customer retaining the PM for future engagements. Similarly, if the PM “relates to” the
project delivery team, the project has a higher probability of success, thus, further enhancing the
TCE metric. This overall dynamic is achieved though understanding the different human
personality traits (Shark, Urchin, Whale, and Dolphin) and the respective relevance each has to
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the customer relationship building process. A PM possessing the above-mentioned skills can be
the conduit for generating years of repeat technology and services sales while insulating the
customer account from competition.
In essence, the project management “secret sauce” contains leadership, interpersonal
communications skills, and understanding human personality traits. Without the “secret sauce”,
project management is merely generic.
Unfortunately, these skills tend to be secondary or even overlooked within traditional project
management training. Also, these skills are often neglected or not vetted during the PM
candidate interview process. The “secret sauce” should certainly be a prerequisite for PMs
tasked with running key projects within strategic accounts.
Let’s dive into specifics and details.
Total Customer Experience – Defined
For the purposes of this article, a positive or enhanced TCE is defined by a customer’s positive
feedback, a customer proactively requesting the same PM and delivery resource(s) for future
engagements, and openly considering professional services (PM and field delivery) teams as
strategic partners required for successful execution against future customer initiatives. A
partnership indicates trust, confidence, respect, and friendship between the customer and PM.
In other words, when a customer/vendor partnership (vs. assignment) is established, the
opportunity to improve the TCE metric is enhanced.
“Secret Sauce” Ingredients
Project Management Leadership
Project Management is really about leading people for the purposes of delivering against
customer project scope and timelines. In no particular order, the following list exemplifies some
project management-specific leadership actions:
Requesting/assembling the appropriate project team – It’s desirable when project
resources request assignment on a particular PM’s project portfolio.
Inspiring the assigned project team – When the project team likes and respects the
PM, proactive team communication is more prevalent, team unity is achieved, and
project timelines are met.
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Managing customer expectations and emotions – Understanding both the customer
needs/expectations first and recognizing emotional drivers enables a PM to properly
communicate during challenging times.
Communicating with executive customer leadership – A PM must develop
“executive speak” while recognizing the level of technical detail required within a
communication.
Managing senior project team members – While it may be viewed as a luxury to have
senior resources assigned to a project, these resources often require more PM
leadership and exceptional interpersonal skills for project success. Senior resources are
usually in high demand, have many years of experience, possess unique working styles,
work long hours, possess high confidence levels, and often view project management as
a necessary evil.
Running efficient customer-facing meetings – The ability to effectively speak publicly
“on stage” while efficiently running customer meetings is a positive game changer for
PMs.
Accepting responsibility for team and project delivery – The PM is the quarterback.
The quarterback is the face of the team and accepts responsibility for project mishaps
while passing project successes to the team.
Owning project challenges with confidence – When project challenges arise,
customers appreciate knowing the PM is in control.
Project management leadership is quite complex. The typical boss/subordinate guidepost is not
present to mandate effort. In addition, project team members typically do not “work for” PMs.
Therefore, PMs must possess many leadership qualities for long-term success. The larger the
project, the more leadership skills required to achieve project success.
Here is a list of leadership qualities serving the above-mentioned project management
leadership discussion:
Leaders Influence – A leader moves people into action.
Leaders Navigate – A leader can survey the playing field, build relationships at various
levels within a customer organization, and understand how to strategically meet
timelines and deliverables.
Leaders Serve Others – Leaders ask “how can I assist you to meet our deliverable” vs.
“You need to get this done by...”
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Leaders Attract – Based on their actions and reputation, Leaders attract resources rather
than having to request resources.
Leaders Care First – Leaders are compassionate. They genuinely care about the
workload, stress, and personal lives associated with their team. Leaders understand the
communication principle suggesting “people do not care about what you say unless they
know you care first”.
Leaders are Secure (don’t sweat the small stuff) – People lacking leadership major in the
minor details. Leaders major in the major details. They are able to prioritize what’s most
important at any given time.
Lead by Example – Leaders get in the trench with the team. They do not dictate from
afar.
People Buy into the leader first before Buying into the vision – Leaders establish a
relationship and rapport with the customer and the project team before casting a vision
or project timelines.
Leaders want the team to Win – Leaders pass the recognition to the team first and
exercise humility when receiving recognition.
However, simply understanding and possessing leadership qualities will not guarantee project
management success. A PM must be able to communicate from a leadership perspective. In
other words, a PM’s success is directly related to effective communication. Specifically, it’s what
is messaged, how it’s messaged, and how the receiver interprets the message.
Interpersonal Communications
Experts agree that excellent interpersonal communications skills enhance a PM’s leadership.
Conversely, deficient interpersonal skills typically defuse the PM’s leadership.
Interpersonal communications skills include:
Verbal Communication – The ability to communicate efficiently, clearly, and concisely.
This includes public speaking while controlling an agenda and an audience.
Effective Speaking – Speaking to the needs/expectations of an audience or customer.
Non-Verbal Communication – Displaying optimism amidst challenges, emanating
sincere concern for the customer, confidence, and control beams in the wake of
challenges or aggressive timelines.
Personal Appearance – Looking the part of a leader.
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Listening Skills – Seeking to understand by listening first, then speaking. There is a
reason we have two ears and one mouth.
Active Listening – Portraying a sincere intent to understand the speaker. Engaged
listening through acknowledgement (head nod, smile, and direct eye contact).
Reflect and Clarify – Validate through playback. For example, “Let me confirm I
understand your concerns……..”
Without employing the suite of interpersonal communications skills, a PM’s leadership actions
will likely be questioned or challenged. However, if a PM possesses quality leadership and
interpersonal skills aligned with the ability to recognize what drives customers both
professionally and personally, a PM may achieve legitimate PM/customer partnerships leading
to long-term customer engagements. Technology companies with PMs possessing these
advanced skills can benefit from long-term customer billings and high TCE scores while
insulating the account from competition for years, potentially.
How does a project manager recognize what drives customers personally and professionally?
Interestingly, it’s all about the fish! Let’s continue…
Personality Traits
In general, many psychologists agree there are only four personality types. Many different
descriptions are available describing the four personality types. For the purposes of this article,
SHARKS, URCHINS, WHALES, and DOLPHINS shall define the leading personality trait of a
customer or stakeholder. Each person possesses some of each personality trait. The key for a
PM is to determine the dominant personality trait for the primary customer, the customer
stakeholders, and the project team members. Once determined, the PM can tailor
communications and “speak” to the needs/interests of the customer or project team. Simply put,
the PM is offering fish food.
When a PM recognizes a customer’s personality trait(s), the PM understands both what drives
the customer’s decision making process and how to influence or handle the customer. In effect,
the TCE metric is positively influenced when a PM speaks to the customer in the “customer’s
language” while paying attention to what drives the customer’s needs. In reality, a
customer/vendor partnership is typically not achieved until the customer truly realizes the PM
cares about and understands the customer’s needs first!
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Here are the 4 personality traits:
1. Sharks are all about winning. They have very strong opinions, are fast moving, are
results driven, and are natural leaders. They tend to be poor listeners, are inflexible,
loyal, dependable, punctual, trustworthy, and structured. Sharks do not appear to
recognize the feelings of others. To connect to a shark, a PM must provide a step-by-
step plan, have the facts, and discuss the expected results.
2. Urchins are typically introverted and task-oriented. They are self-controlled and serious.
Therefore, they tend to struggle when around other people. Urchins analyze and are
diligent in their decision making. Data is the Urchin’s friend! To connect with an Urchin, a
PM must have documentation and resources to support any claims. They want to see
the pros and cons before making any decision. It takes longer to develop a relationship
with an Urchin.
3. Whales are extroverted and people-oriented. They move at a slow pace but are
accurate and thorough. Whales seek and need acceptance from others and will work
hard to achieve it. They are caring, supportive, respectful, soft-hearted, thoughtful, and
compassionate toward others. To connect with a Whale, a PM must cover benefits, long-
term growth potentials, security, and stability. . A Whale must know the PM cares.
4. Dolphins are outgoing, energetic, enthusiastic, sociable, happy, talkative, emotional,
and typically the life of the party. Dolphins struggle with conflict and prefer everyone be
happy within their surroundings. They are optimistic, make quick decisions, and take
risks. To connect with a Dolphin, the PM should dress to impress and be prepared with
testimonials. Dolphins like the sizzle and avoid the details.
People rarely have one personality type. However, amidst the combination of personality traits,
each person typically has a dominant trait. Once the PM understands and recognizes each
personality type, communication and leadership styles can be adjusted on-the-fly to touch each
personality type within an audience. A PM should practice identifying the four personality types
by paying attention and actively listening to people. Upon mastering personality trait recognition,
a PM will forge bonds quicker with customers and project teams.
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Closing
This article posits that project management TCE metrics are directly related to a PM’s
leadership skills, interpersonal communication skills, and understanding of personality traits. A
PM possessing these characteristics has the “secret sauce” required to build strong, long-lasting
partnerships with both customers and project team members. Adding PM technical training to
the “secret sauce” simply enhances those partnerships. Technical training without the “secret
sauce” implies it’s OK to “talk the talk but not walk the walk”.
In other words, without the “secret sauce”, project management is merely generic and finite.
EMC believes the information in this publication is accurate as of its publication date. The
information is subject to change without notice.
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