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M2 Asia ESSENTIAL PROJECT MANAGEMENT SKILLS FOR THE PUBLIC SECTOR Criteria of a Successful Project Leader • Leadership styles that suit your organizational structure • Motivational strategies to win trust and commitment from your team • People management strategy to enhance the deliverable of the projects • Guiding the project team to success through effective leadership • Setting a leadership benchmark for others to follow
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CRITERIA OF A SUCCESSFUL PROJECT LEADER(How to get things done…)Case Studies, Concepts and Debatable Ideas
Kenny OngCNI Holdings Berhad
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Intro: CNI
1. 20 years old2. Core Business: MLM3. Others: Contract Manufacturing, F&B Retail,
Export/Trading, eCommerce, Shared Services4. Malaysia, Singapore, Brunei, Indonesia, India,
China, Hong Kong, Philippines, Italy, Taiwan, Oman, United States, Vietnam
5. Staff force: ± 5006. Distributors: 200,0007. Products: Consumer Goods and Services
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Introduction to Project Leadership
Biggest Mistakes and Skills Required
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Mistakes made and why things don’t get done
1. Too many things and unrelated to objective
2. Mistaking Activities as Results
3. Act glory and glamour without achieving anything first
4. Overly ambitious due to inflated ego
5. Wrong person, wrong job
6. Not willing to take risks
7. Easily give up
8. Not resourceful enough
9. Thinking “I am right”
10.Thinking “Why it can’t be done” vs. solutions for end-objective
11.Doing the same thing over and over again and expecting different results
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Skills Required
Team Management People
Skills
Time Management
Communication
Problem Solving
Decision Making
Project Management
Leadership Styles
Facilitation & Chairing
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What is covered today…
Team Management People
Skills
Time Management
Communication
Problem Solving
Decision Making
Project Management
Leadership Styles
Facilitation & Chairing
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Four Criteria of Successful Project Leadership
A. Situational Leadership and Leadership Styles
B. How to get things done…
C. Death by Meetings
D. Character and Role Modeling
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PROJECT LEADERSHIP
A. Situational Leadership and Leadership Styles
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What is your Business Model?
USP
Market Discipline
Profit Model
•Air Asia
•Tata Nano
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Leaders vs. Business Model
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
OperationalExcellence
CustomerIntimacy
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Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Leaders vs. Business Model: Market Disciplines
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www.myCNI.com.my www.OOBEY.com
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Leaders vs. Business Model: Market Disciplines
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www.myCNI.com.my www.OOBEY.com
Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Leaders vs. Business Model: Market Disciplines
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www.myCNI.com.my www.OOBEY.com
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Leaders vs. Business Model: Disciplines, Priorities, and KPIs
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The McPlaybook*
Make it easy to eat• 50% drive-thru• Meals held in one
hand
Make it easy to prepare• High Turnover• Tasks simple to learn
& repeat
Make it quick• “Fast Food”• Tests new products
for Cooking Times
Make what customers want• Prowls market for new
products• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
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Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Market Disciplines
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Leadership Extremes
• Have you experienced such a Boss?
MICRO MACRO
IDIOT
HERO
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Leaders vs. People Situations
Su
pp
ort
ive
DirectiveLow High
High
Able
Willing
Able
Unwilling
Unable
Willing
Unable
Unwilling
D4 D3 D2 D1
S2
S1S4
S3
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Leaders vs. People Situations
Su
pp
ort
ive
DirectiveLow High
High
Able
Willing
Able
Unwilling
Unable
Willing
Unable
Unwilling
D4 D3 D2 D1
S2
S1S4
S3S1: TELLING
Specific Directions
Close Supervision
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Leaders vs. People Situations
Su
pp
ort
ive
DirectiveLow High
High
Able
Willing
Able
Unwilling
Unable
Willing
Unable
Unwilling
D4 D3 D2 D1
S2
S1S4
S3
S2: CONSULTING
Explain Decision
Solicit Suggestion
Direct Tasks
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Leaders vs. People Situations
Su
pp
ort
ive
DirectiveLow High
High
Able
Willing
Able
Unwilling
Unable
Willing
Unable
Unwilling
D4 D3 D2 D1
S2
S1S4
S3
S3: PARTICIPATING
Collaborative Decisions
Support Tasks
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Leaders vs. People Situations
Su
pp
ort
ive
DirectiveLow High
High
Able
Willing
Able
Unwilling
Unable
Willing
Unable
Unwilling
D4 D3 D2 D1
S2
S1S4
S3S4: DELEGATING
Turns over Decisions & Responsibilities for
Tasks
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PROJECT LEADERSHIP
B. How to Get Things Done…
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…Mindset
1. If I don’t get it done, they will get someone else to do it
2. Overall/Ultimate end-objective
3. Accountability4. Expect enemies5. Positive persistence6. Failure acceptance7. Ready to Sacrifice
8. Partnerships win – some else always wants what you have and vice versa
9. There are always people better than you
10.Learn, before you need it
11.There will always be jerks in your way
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…Self
1. Understand and use Buy-in
2. Momentum3. Back up – Plan B4. Build your network
before you need it5. Work around obstacles6. Dig for resources7. Focused on Results, not
activities8. Control and utilize
Emotions
9. Know when to give up when it’s not worth it
10.Lose the battle, win the war
11.Sensitive communication
12.Partner your weaknesses
13.Trust your gut instincts sometimes (thru experience)
14.Perfect Time Management skills
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…through Others
1. Paint the picture
2. Reward and Punishment
3. Praise & Recognition
4. Freedom α Maturity
5. Modeling
6. Communication: Repetition and Emphasis
7. Urgency (what if not done?)
8. Prioritize, Focus
9. Leading and Lagging Indicators -> Results
10.Motivation = Hope and Control
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…through Others
11.Hire/Fire (who you fire determines who you keep)
12.< 80% certainty decisions, pass to the team
13.Set Guiding Principles
14.Set Boundaries15.Let mistakes happen
to learn
16.Use 3rd Party
17.Little Steps – building blocks
18.Independent successes
19.Sponsor your weaknesses
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Communication SF
LINA
Listen with interest and praise
make the person feel Important
use their Name
Ask questions
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Influence SF
PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements
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Motivating Others
Hope
Control
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Motivating Others
Passion Job
GrowthTalent
Minimum Motivation Target: 2 out of 4
Delegation
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Teamwork SF
CORE WL
Communication
common Objectives
Role
Enemy
Weakest Link
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Alignment: 4-Wheels Model
Culture
Business
ModelStrategic Planning
StructurePerson
Leadership
Resources
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Alignment: Framework
• Focus point• Alignment• Quality• Innovation & Differentiation• Risk taking• Performance Management• Corporate obsession• Decision making
Culture
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Alignment: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower
Structure
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Strategy: Framework
• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance
Leadership
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Strategy: Framework
• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)
Person
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Strategy: Framework
Enablers• Technology• Equipment• Materials• Human• Intellectual
Property• Partners• Property
Resources
Funding • CAPEX• OPEX
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Alignment: 4-Wheels Model
Culture
Business
ModelStrategic Planning
StructurePerson
Leadership
Resources
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PROJECT LEADERSHIP
C. Death by Meetings
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• Error #1: Solving the wrong problem.
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• Error #2: Concentrate on problems rather than the Objective.
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• Error #3: Solving a 2-person problem in a 20-person committee.
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• Error #4: People wander off the topic.
“I vote for ice cream”
“We’d need several sauces, maybe a make-your-own-sundae table. I could provide the nuts.”
“I’m allergic to chocolate. We need at least two flavors.”
“I have a little ice cream maker. How much would it cost to make homemade ice cream for a hundred people? How about pistachio flavor?”
“Are you sure we want ice cream in December? What about a special cake made in the shape of a heart?”
“Everyone’s on a diet. Let us serve coffee and salad.” ….
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Managing Meetings
1. Why meet? Alternatives?
2. Formal vs Informal Meetings
3. Agenda setting – putting the pressure
4. Question Big and Small items
5. Focused vs. Wandering – depending on type of meeting & objectives
6. Powerful Secretary (especially if Project)
7. Reading faces and emotions
8. Who should Chair?
9. Pre reading materials and preparation
10.Reporting (read before meeting, report highlights, question small stuff, what’s next? Support? Report Back?)
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PROJECT LEADERSHIP
D. Character and Role Modeling
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“The Good things that the leader does in excess, the followers will
do in moderation.
The Bad things that the leader does in moderation, the followers
will do in excess.”John C. Maxwell
Law of Excess and Moderation
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Personal Notes on Leadership
1. Create mood
2. Let staff shine
3. Momentum
4. Kindness, Manners
5. Role Modeling
6. Paint Picture
7. Staff success
8. Let others talk
9. Hold your opinion
10.Read emotions
11.Fun, Freedom, Expression
12.Confidence, Cool
13.Each their own lives
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“As for the best leaders, the people do not notice their existence.
…when the best leader's work is done the people say,‘We did it ourselves!’ ”
Lao-tse
Final words…
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Greatest Leadership Lesson
Law of the Ping-Pong Ball
a.k.a. Law of Cause and Effect
Thank You.
soft copy of slides: http://totallyunrelatedrandomanddebatable.
blogspot.com/