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Critical leadership skills for Project Managers: How can we develop GREAT Leaders? Project World Halifax Nova Scotia Nov

Critical leadership skills for Project Managers: How can we develop GREAT Leaders? Project World Halifax Nova Scotia November 22, 2011 Brian Duggan Marathon Human Resources Consulting Group Limited. Learning Objectives. The value of leadership development for organizational success

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Critical leadership skills for Project Managers: How can we develop GREAT Leaders? Project World Halifax Nova Scotia Nov

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  1. Critical leadership skills for Project Managers: How can we develop GREAT Leaders? Project World Halifax Nova Scotia November 22, 2011 Brian Duggan Marathon Human Resources Consulting Group Limited

  2. Learning Objectives The value of leadership development for organizational success The qualities of a GREAT leader Leadership in your organization within the framework of current research

  3. Current Research Management is doing things right, Leadership is doing the right things. Peter Drucker

  4. Current Research The Wise Leader (Nanaka and Takeuchi, HBR, May 2011) Makes decisions based on what is ‘good for the organization and society’ Quickly grasps the essence of a situation and fathoms the nature and meaning of people, things and events Creates context for interaction to find new meaning

  5. Current Research The Wise Leader (Nanaka and Takeuchi, HBR, May 2011) Uses metaphors and stories to convert experience into tacit knowledge that others can use Uses power to bring people together and create action Cultivates practical wisdom in others

  6. Current Research Good to Great Leadership(Collins 2001) Level 1: Highly capable individual: contributes through talent, skill, work habits Level 2: Contributing team member: effectively contributes talent to group efforts Level 3: Competent manager: organizes people and resources to pre-defined objectives

  7. Current Research Good to Great Leadership(Collins 2001) Level 4: Effective leader: ‘catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.’ Level 5 Executive: ‘builds enduring greatness through a paradoxical blend of personal humility and professional will.’

  8. Current Research Where leaders need to invest(DeVenney, 2008) In the ability to lead people by delegating and empowering In the ability to provide the resources needed for success In the ability to build and lead effective teams In the ability to generate business results

  9. Your experience of leadership? What do these images provoke?

  10. Describe the best leader you ever knew

  11. Qualities of a GREAT leader Vision Person Action Results

  12. Leadership Development

  13. Leadership development The developmental circle: Assess organizational needs Assess personal competency Assess alignment Developmental support Evaluate and manage performance Start over ….

  14. Leadership development Assess organizational needs: Who are you as an organization? What is your culture? What do you need from leaders? What are the needs of your employees: demographics, cultures?

  15. Leadership development Assess personal competency: Competency: enduring traits that determine performance (Zwell, 2000) Skill: learned tools Desire to develop: curiosity, ‘coachable’?

  16. Leadership development Alignment: Does the personal competency meet the needs of the organization? Will this person lead towards business results?

  17. Leadership development Developmental support: Coaching Development and training Business knowledge Performance feedback

  18. Leadership development Evaluate and manage performance: Regular supervisor feedback Peer to peer Team feedback Are the business objectives being met? Has the person reached their level?

  19. Leadership development Start over: • Leadership development is ongoing, if someone has arrived it is time to go to some other place….

  20. The leadership development value proposition Two leadership objectives: • Employee engagement • Business performance

  21. Value Proposition • 59% of engaged employees say their job brings out their creativity • 3% of disengaged employees say this (Gallop) • 86% of engaged employees say that they very often feel happy at work • 11% of disengaged employees say the same (Gallop)

  22. Value Proposition • 70% of engaged employees indicate that they have a good understanding of how to meet customer needs • 17% of non-engaged employees say the same (Wright Management) • 67% of engaged employees advocate their company or organization • 3% of disengaged employees do the same (Gallop)

  23. Value Proposition • 78% of engaged employees would recommend their organizations products or services • 13% of disengaged employees would do the same (Gallop) • 92% of 1500 Managers in the UK that identified an innovative style of leadership in their organizations felt proud to work there (www.humancapitalleague.com)

  24. Value Proposition 90% of leaders say that engagement impacts on their business (ACCOR) Higher employee engagement resulted in a 50% reduction in reportable accidents from 18% to 9% over a two year period (Babcock Marine Clyde) Employees worldwide who know their manager ‘as a person’ are more likely to be engaged (Blessing White)

  25. Key Messages Every person has potential to lead at some level GREAT leaders can be identified and developed GREAT leadership drives organizational sustainability and success

  26. Learning Objectives The value of leadership development for organizational success The qualities of a GREAT leader Leadership in your organization within the framework of current research

  27. Resources • Good to Great, Jim Collins • What Got You Here Won’t Get You There, Marshal Goldsmith • The Speed of Trust, Stephen M.R. Covey

  28. Discussion? Thank you Brian Duggan Marathon Human Resources Consulting Group Brian.duggan@marathonhrcg.com www.marathonhrcg.com

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