1. OPTIMISING PROJECT & PEOPLE PERFORMANCE
PROJECT LEADERSHIP: WE STAND ALONE….TOGETHER
George Cameron
Learning & Development Manager

2. OPTIMISING PROJECT & PEOPLE PERFORMANCE
SURELY NOT!
This session will…..
1. Not endlessly list standard leadership models
2. Avoid clichés (They are old hat)
3. Avoid using comparisons (They are as bad as clichés)
4. Avoid alliteration. Always
Five: Be consistent

3. OPTIMISING PROJECT & PEOPLE PERFORMANCE
• Clarify the differences between management & leadership
• Attributes of good/bad leaders
• Leadership in the project environment
• Leadership styles and the project Life Cycle
• Focus of leadership
WORKSHOP OUTCOMES

4. OPTIMISING PROJECT & PEOPLE PERFORMANCE
LEADER/MANAGER?
•Are you a Manager?
•Are you a Leader?
•Are you both?
•Which were you first?
•Which are you best at?

5. OPTIMISING PROJECT & PEOPLE PERFORMANCE
FAMOUS LEADERS

6. OPTIMISING PROJECT & PEOPLE PERFORMANCE
MEET KELVIN
Its all about him
• Arrogant and egotistical
• Won’t tolerate his authority being tested
• Emotionally unintelligent
Poor Communicator
• Doesn’t set goals appropriately
• Doesn’t tell anyone what the vision is
• Poor listener
• Unavailable or unapproachable
Lack of Integrity
• Say-Do gap is profound
• Fails to enforce accountability in self
and others
• Uses fear to coerce others
• Blames others and deflects
responsibility
Doesn’t trust or support the team
• Doesn’t recognise the need to develop
self or others
• Micro-manages
• Doesn’t delegate
• Doesn’t involve others in decision
making process
• Doesn’t ask for advice
• Only gives negative feedback and
never seeks feedback
Inflexible
• Doesn’t learn from mistakes
• Doesn’t challenge self/others
• Values final outcome and ignores
effort applied
• Doesn’t see a need for change of ways

7. OPTIMISING PROJECT & PEOPLE PERFORMANCE
MEET CLARKE
Its all about us
• Open
• Retains authority through
credibility
• Emotionally intelligent
Two way communicator
• Communicates goals and objectives
• Understands the vision and
recognises the value in everyone
having the same recognition
• Active listener
• MBWA
Acts with Integrity
• If he says it, he does it
• Accepts his responsibilities and
accountabilities
• Influences and inspires others
to follow
Believes in the team
• Recognises he is part of the team
• Understands the value the team brings
• Cares about development of self and
others
• Empowers others
• Delegates appropriately
• Appropriate involvement of others in
decision making process
• Will seek other opinions
• Gives and seeks feedback
Tolerant and flexible
• Seeks to learn lessons for self
and team
• Challenges self and others
positively
• Values final outcome and effort
applied
• Constantly seeking to improve
T
C Q

8. OPTIMISING PROJECT & PEOPLE PERFORMANCE
ASSUMPTIONS/MISCONCEPTIONS
• ‘Leadership’ is implied and expected where ‘Manager’ is
part of the job title
• Leadership in projects comes from the project manager
alone
• The outcome of the project is not reflected by the quality
of leadership

9. OPTIMISING PROJECT & PEOPLE PERFORMANCE
PROBLEMS
• Development in leadership skills often relies on
standard models
• Most leadership models don’t account for the project
environment specifically
• Project people often assume leadership is someone
else's job

10. OPTIMISING PROJECT & PEOPLE PERFORMANCE
THE PROJECT LIFE CYCLE
Conception Development Execute Close-out
Typical
Major
Tasks
• Gather data
• Identify needs
• Strategies
• Goals
• Stakeholders
• Risks
• Alternatives
• Selling
• Approvals
• Feasibility
• Rationale
• Tactics
• WBS
• Project Team
• Schedule
• Budget
• Re-assess Risks
• Project Brief
• Start-up
• Mobilisation
• Work Packages
• Procurement
• Execute Work
• Control System
• Progress Report
• Forecasting
• Resolve Issues
• Finalise Project
• Review
• Acceptance
• Training
• Transfers
• Final Reports
• Settle Accounts
• Handover
• Transfers
Leadership
&
Management
Skills
• Visionary
• Creative
• Innovative
• Communicator
• Listener
• Facilitator
• Integrator
• Planner
• Diplomatic
• Coach
• Motivator
• Decision Maker
• Participative
• Empowering
• Team Builder
• Trainer
• Morale Builder
• Diplomatic
• Energetic
• Trustworthy
Who can do this?

11. OPTIMISING PROJECT & PEOPLE PERFORMANCE
LEADERSHIP AND THE APMPQ
• Analyse conflict situations and apply an appropriate style to resolve the issue
• Objectively reflect on self and other team members
• Present information clearly and factually
• Answer questions relevantly and succinctly
• Balance conflicting stakeholder expectations
• Objectively identify lessons to be learned separating causes from effects
• Communicate succinctly in writing
• Lead & influence a small team
• Work effectively as a team member
• Communicate verbally in an appropriate way (Including listening)
• Obtain information through use of appropriate questions
• Present compelling recommendations to project sponsor (Board/Steering Group)

12. OPTIMISING PROJECT & PEOPLE PERFORMANCE
LEADERSHIP FOCUS
During the
project
Towards the
end of the
project
LeadershipFocus
Project Team
Members
Decision Makers
(Project Board/ Steering
Group)
Users/operational staff
and managers
Customers &
Suppliers
Project Team
Members
Decision Makers
(Project Board/
Sponsoring Group)
Users/operational staff
and managers
Customers &
Suppliers

13. OPTIMISING PROJECT & PEOPLE PERFORMANCE
CULTURAL CHANGE
•Begin identifying future leaders early
•Ensure Sponsors and Steering group members are
also equipped and developed
•Potential supervisors, work package team
managers, team members
•Create a culture of ownership, openness, feedback
and communication
•Motivate and encourage
•Measure leadership performance
•Make development bespoke to the actual
environment

14. OPTIMISING PROJECT & PEOPLE PERFORMANCE
PROJECT LEADERSHIP
We Stand Alone……Together
“Currahee”

15. OPTIMISING PROJECT & PEOPLE PERFORMANCE
THANK YOU

16. This presentation was delivered at
an APM event
To find out more about upcoming
events please visit our website
www.apm.org.uk/events