leadership competencies and challenges (teri okoro) scot100915
TRANSCRIPT
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APM Scotland Conference
Teri Okoro PhD, RIBA MAPM, Chair APM WiPM SIG
Director TOCA, Non-Executive Director
10 September 2015
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Leadership : Competencies
and Challenges
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Session - Overview
Introduction – Context of projects and leadership
Leaders and Leadership
Leadership Competencies and Capabilities
Leadership Challenges
Next Steps
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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
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LEADERS AND LEADERSHIP
Transformational
Transactional
Situation
Behaviour
Personality
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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
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Leaders and Leadership
Review
TRANSITION FROM MANAGER TO LEADER
Managing
Tasks
Rational
Authority
Methods
Tools
Telling
Reactive
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Leading
People orientated
Attitudes
Behaviours
Vision
Asking
Motivating
Empowering
Proactive
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Leaders and Power
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Strategic Leader
Operational Leader
Team Leader
Team Member
Position and Role
Control of resources
Control of information
Relationships &
networks
Skills and knowledge
Personality
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Leaders 4
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Ashridge
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Competencies 1
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SELF AWARENESS
Emotionally intelligent (Golman)
Self awareness
Social Awareness
Self Management
Relationship Management
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Competencies
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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
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Competencies - Attributes
TEAM
Trust Open
Support Share information
Leverage strengths Common objectives
Synergy Bond
Respect Diverse
Clear roles Innovative
Question
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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
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Competencies 3
Organisational
External context
Results Focus
Inclusive Vision
Remove career progression obstacles
Relevant experience
Personal development/specific skills
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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
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Self
Lack of self awareness
Unconscious behaviour
Imposter Syndrome
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Challenges
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Challenges
Stakeholders Proactive
Communicate
Consult Regularly
Develop Relationships
Awareness of their constraints
Keep it Simple
Compromise
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Challenges
Team Virtual Teams
Competition Culture
Lack of Role Model
Too Large
Varying Objectives
Rogue Autocrat
Not sharing common values
Group Think
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Challenges
Ineffective Leaders
Don’t get best from people
Blame others
Take credit
Do and don’t lead
Don’t engage
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Next Steps
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Self Assessment
Address key Gaps
Build your Networks
Timely Feedback
Authentic Leadership Behaviours
Review and Reflect on Practice
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Resources
APM BoK
APM Competence Framework
Project Leadership by Sarah Coleman and
Donnie MacNicol
Project Leadership by Susanne Madsen
Sources
Malala youssfhai bricplusnews.com
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Thankyou
Questions
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