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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