Jon Weinstein, Line of Sight President presented "Leadership and the Project Manager - Bearing the Brunt of the Storm" at PMI Washington DC on October 22, 2013. The presentation covered the essential characteristics and traits of successful project leaders, roles of a project manager as well as ten specific guidelines that a project manager should follow to communicate effectively. Interested in learning how to improve your project management skills even further? Line of Sight delivers a wide range of project management consulting services, each of which are designed to help organizations maximize the investments made into projects. For more information, please visit http://line-of-sight.com/project-management, or give us a call at 1-800-434-7126. www.line-of-sight.com Projects Done Right, Right Projects Done.

1. Leadership
and
the
Project
Manager:
Bearing
the
Brunt
of
the
Storm
PMI
Washington
DC
–
Tyson’s
Lunch
Series
October
22,
2013
“Safety
first
has
been
the
mo1o
of
the
human
race
for
half
a
million
years;
but
it
has
never
been
the
mo1o
of
leaders.
A
leader
must
face
danger.
He
must
take
the
risk
and
the
blame,
and
the
brunt
of
the
storm.”
Herbert
N.
Casson
(19th
&
20th
Century
Efficiency
Expert)
©2010 – 2013 Line of Sight, LLC

2. PROJECT
MANAGER
-­‐
THE
DE
FACTO
PROJECT
LEADER
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
©2010 – 2013 Line of Sight, LLC

3. LEADERSHIP
AND
AUTHORITY
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
LEADERSHIP
AUTHORITY
• A
combina=on
of
values,
skills
and
behaviors
that
mobilize
people
to
ac=on
in
order
to
achieve
the
project’s
objec=ves
• May
or
may
not
have
control
of
resources
• The
power
invested
in
a
role
by
a
formally
established
procedure,
such
as
a
governance
structure
or
organiza=onal
hierarchy
• Controls
the
resources
BEING A LEADER DOES NOT REQUIRE YOU TO CONTROL RESOURCES
©2010 – 2013 Line of Sight, LLC

4. CHARACTERISTICS
AND
TRAITS
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
CharacterisScs
and
Traits
of
Successful
Project
Leaders
Managing
Authority
&
Responsibility
-­‐
The
project
manager
can
delegate
“func=onal
responsibility”,
but
not
ul=mate
responsibility.
“If
you
put
someone
in
charge
of
a
par=cular
aspect
of
a
project.
.
.
that
person
is
responsible
to
you.
.
.
.
Because
you
are
in
charge,
you
cannot
blame
your
team
members
for
things
that
go
wrong.”
Rick A. Morris, PMP, The Everything
Project Management Book
©2010 – 2013 Line of Sight, LLC

5. CHARACTERISTICS
AND
TRAITS
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
CharacterisScs
and
Traits
of
Successful
Project
Leaders
Confidence
-­‐
A
leader
needs
to
demonstrate
confidence
in
his
or
her
ability
to
do
the
job,
regardless
of
how
the
leader
might
actually
feel.
©2010 – 2013 Line of Sight, LLC

6. CHARACTERISTICS
AND
TRAITS
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
CharacterisScs
and
Traits
of
Successful
Project
Leaders
(con=nued)
Recognizing
&
Facing
Reality
-­‐
A
leader
must
be
proac=ve
in
determining
and
recognizing
the
reality
of
situa=ons
par=cularly
when
the
facts
are
uncomfortable
or
bad.
©2010 – 2013 Line of Sight, LLC

7. PROJECT
MANAGER
-­‐
BEYOND
THE
“USUAL”
ROLES
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
Roles
of
a
Project
Manager:
Facilitator
– Build
consensus
– Resolves
conflict
– Secures
resources
Mentor
– Models
professional
behavior
– Iden=fies
opportuni=es
for
development
©2010 – 2013 Line of Sight, LLC

8. PROJECT
MANAGER
-­‐
BEYOND
THE
“USUAL”
ROLES
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
Roles
of
a
Project
Manager
(con=nued):
Communicator
– Engage
stakeholders
– Tell
the
story
– Secure
support
Change
Leader
– Resource
linker
– Problem
solver
– Process
helper
– Catalyst
©2010 – 2013 Line of Sight, LLC

9. COMMUNICATE
ON
PURPOSE
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
Ten guidelines that a project manager should follow
to communicate effectively:
1. Know
your
audience
2. Tell
stories
to
establish
an
emo=onal
connec=on
3. Use
two-­‐way
communica=on
4. Use
various
forms
and
formats
5. Make
sure
the
message
fits
the
context
©2010 – 2013 Line of Sight, LLC
6. Know
your
strengths
7. Act
quickly
in
a
crisis
8. Be
conscious
of
the
signals
you’re
sending
9. Allow
people
to
see
you
listening
and
assimila=ng
their
informa=on
10. Get
direct
input
from
“the
field”

10. FOCUS
ON
ACTION
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
Management
Focus
Goals
&
objec=ves
Telling
how
&
when
Shorter
range
Organiza=on
&
structure
Autocracy
Conforming
Consistency
Risk-­‐avoidance
Bohom
Line
©2010 – 2013 Line of Sight, LLC
Leadership
Focus
Vision
Selling
what
&
why
Longer
range
People
Democracy
Challenging
Flexibility
Risk-­‐opportunity
Top
Line

11. FOCUS
ON
ACTION
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
Common
situaSons
that
require
leadership
acSon:
• Resolving
conflicts
• Running
poli=cal
interference
• Raising
and
promo=ng
concerns
• Ac=vely
figh=ng
the
resource
bahles
©2010 – 2013 Line of Sight, LLC
PROJECT
MANAGER

12. LEADERS
MANAGE,
MANAGERS
LEAD
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
• Increased
Project
Complexity
Leads
to
Which
demands
• Increased
Project
Risk
• Adap=ve
Leadership
Contribu=ng
to
Success
Relationship Between Project Complexity and Leadership
©2010 – 2013 Line of Sight, LLC

13. LEADERS
MANAGE,
MANAGERS
LEAD
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
• Are
we
addressing
project
management
from
the
perspec=ve
of
leadership
and
the
organiza=on?
• What
is
the
strategy,
and
what
are
the
priori=es
resul=ng
from
the
strategy,
for
the
agency?
• Does
the
agency
have
a
policy
or
strategy
for
selec=ng,
star=ng,
stopping,
execu=ng,
and
managing
projects
or
programs?
©2010 – 2013 Line of Sight, LLC
• Does
the
execu=ve
level
of
the
agency
“get
it”—understand
what
is
needed
to
be
an
effec=ve
project
manager?
• Has
management
established
a
direct
line
from
strategy
to
policy
to
projects
and
programs?
• Do
the
execu=ves
want
to
build
project
management
capabili=es
and
competencies
or
do
they
regard
project
management
solely
as
necessary
to
sa=sfy
an
external
requirement?

14. LEADERS
MANAGE,
MANAGERS
LEAD
LEADERSHIP
AND
THE
PROJECT
MANAGER:
BEARING
THE
BRUNT
OF
THE
STORM
In
your
organizaAons,
does
project
success
depend
more
on
management
or
leadership?
©2010 – 2013 Line of Sight, LLC

15. Final
Word…
“Mediocrity
is
expensive!”
Congressman
Elijah
Cummings
Maryland
7th
District
Senior
member
of
the
Commihee
on
Oversight
and
Government
Reform
©2010 – 2013 Line of Sight, LLC

16. COMPLETE
YOUR
COLLECTION…
CONNECT WITH US…
www.line-of-sight.com
linkedin.com/company/line-of-sight
www.linkedin.com/in/jonweinstein
@LineofSightLive
@Jon_Weinstein
Jon Weinstein
jweinstein@line-of-sight.com
410-696-2610
©2010 – 2013 Line of Sight, LLC