ELC 347

DAY 3

Agenda

Questions Assignment # 1 Due Discussion on change and leadership Assignment #2 Posted Exam #1 will be on September 29

15 M/C 4 essays

People hate change!

Why?

What do you as a Project Manager do about it?

Seth Godin (Fast Company)

“Competent people are quite proud of the status and success that they get out of being competent. They like being competent. They guard their competence, and they work hard to maintain it. “

“Competent people resist change” “ Why? Because change threatens to make them less

competent. And competent people like being competent. That's who they are, and sometimes that's all they've got. No wonder they're not in a hurry to rock the boat.”

In fact, competence is the enemy of change!

Objectives

Understand the external forces that drive change and the effects of change on the project manager

Identify and handle individual responses to change

Survive professionally in the face of change

Manage organizational change

External forces that drive Change

Environmental Economics Competition Interest rate Distribution channels Labor Availability of raw materials

Reaction to change

Behavior is manifested in company culture “what people do when no one is telling

then what to do” Peter Bijur, CEO if Texaco, Inc

Oraganizations must adapt

“For sustainable competitive advantage, you have to change the culture”

Peter Bijur

Company culture must see change as a positive Raising to a challenge

Effect of Change on the project manager

Projects Manager deal with change on a daily basis Scehedules Specificatios Supplies Labour

Project manger are “Change Agents” Seth Godin http://www.fastcompany.com/finder/fc?w=godin

Individual responses to change

People responds differently to change depending on past experience with change Tolerance of ambiguity Novelty Complexity Insolubility

Project mangers must display a positive response to all change

3 Possible reactions

Negative reactions Employees stop being cooperative

Accepting change but not embracing change We do it because we have to Grudguing acceptance

Inciting change Change for change’s sake

Professional Survival in the face of change

Adopt the following behaviors Develop awareness for external

conditions that drive company success Recognize cause and effect relationships

in the workplace Take creative actions View change as positive

Read “Who Moved My Cheese?”

Organizational approaches to change

3 Common approaches Slash and burn Support and nurture Inspire and motivate

Project managers do not make large changes decisions but are responsible for implementation of those decisions.

Urgent Change

Problems are aggravated when change is “URGENT” Challenge #1 Bailout

Provide real information Set priorities and get commitments for “on high”

Challenge #2 Poor Morale Remain realistically positive Get the facts Move to the new agenda ASAP

Ways to speed Change Acceptance

Explains reasons for change Project positive outcomes Hold a “wake” for old ways Create group “memories” Get change implementation ideas for

departments affected Ask employees to drive the change

process

Ongoing Change Management

A project manager is a facilitator Set an example Behave consistently Recognize employees for embracing

change Nurture growth in employees Involve employees min goal setting

Tony’s rules for managers

Criticize privately. Praise publicly

Leadership and Motivation

"When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."      

Sun Tzu “The Art of War”

Objectives

Project Managers as Leaders Motivation methods

For self For others

Artful Influence Effective Delegations The 3 A’s

Accountability Authority Autonomy

Becoming a manager

If you work as a place long enough you becomes manager 50% fail Being a good employee does not make

you a good manager Being a “doer” doesn’t make a

manager

A project managers leadership

Coordinate different functional groups and diverse personalities

Evoke commitment from people who don’t report to the manager

Gain a sense of accomplishment from other’s achievement other than own

Take initiative in looking ahead of deadlines toward larger company goals

Become accountable for other’s performance or lack of performance

Develop the skills of employees

Project managers

Lead when necessary Follow when someone knows better Get of the way of good people who

know how to do there jobs The goal is successful completion of

the project…not the personal edification of the project manager

Motivation Methods for Self

A leader has intensity of vision and a high expectation of success

When your own motivations wanes, you can borrow from someone else. Tom Peters Peter Drucker Warren Bennis

Quotes

“The manager asks how and when; the leader asks what and why.” Warren Bennis

“Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.” Peter Drucker

“An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leaders premier trait." Tom Peters

Motivation Methods for others

People can only be productive if they work in an environment that fosters productivity

5 steps Determine task preferences Communicate Goals Define role in success Recognize contributions Invite solutions

Artful Influence

Use influence and not power Influence

To have an effect on the condition or development of a project

Power Possession of control, authority

A leader has only the power that others are willing to defer to him/her.

Techniques of Artful Influence

Deferring Power Power you allow others to have from you

or which you grant to others Employees do not respond to strong

arm tactics

Tony’s rules for managers

Having to fire an employee is a failure of management…not a failure of the employee Every time you have to fire someone, you

are admitting that you cannot manage the situation

Techniques of Artful Influence

Meeting employees needs Co-opt Empowerment Clear definitions of successes for both the

manager and the employee A working relationship built on mutual respect Willingness to accept an employee's input into

decisions that affect the employee

Techniques of Artful Influence

Internal motivation Employees are intrinsically motivated

The is a basic human motivation to do good things and to want to be recognized for doing good things

The goal of the managers is to help to employee self-define what is a “good thing”

Banditos MC motto “If you can’t be well loved be well hated.” People desire attentions of one form or another.

Effective delegation

Delegation Handing parts of a project off to a

competent team member Don’t micro manage!

It show disrespect to the people ability People will back away from their

responsibility and let you take it

Effective delegation rules

Don’t overload the best employees Prepare people for the tasks you are about to give

them Be sure the employee has the competence, skill

and ability to complete the task Remind yourself that having too much to do

means,,,, you will do everything badly Check that the delegation is working

If necessary shift to someone else Remember that employees work hard.. Show

Respect and gratitude for the work that you have delegate to them

The three A’s of leadership

Accountability Authority Autonomy

Accountability

Accountability is a responsibility to account for and/or explain actions undertaken

Never make someone accountable for something that they cannot control. Accountability without Authority!

The big question is how the get someone to be accountable for something that an a inherent risk? Remove blame and reward the attempt

Authority

Authority is the power or right to give orders or make decisions

Self-Authority is taking the lead and moving ahead with projects

Authority must be bounded and defined to be effective

At times you must “grow” employees to get ready to accept authority

Autonomy

Autonomy is the desire, ability and authority to make decisions and act in the interest of the project without direct supervision.

The more autonomy someone has the easier he/she is to manage

A project manager

Directs Guides Supports Encourages

Assignment #2

Complete Project Challenge Part A on page 41 and Project Challenge Part A on Page 63. Upload a well formtted Word document

Due September 22

General Colin PowellGeneral Colin PowellChairman (Ret), Joint Chiefs of StaffChairman (Ret), Joint Chiefs of Staff

A Leadership PrimerA Leadership Primer

LESSON 1LESSON 1

"Being responsible sometimes means pissing people off.""Being responsible sometimes means pissing people off."

Good leadership involves responsibility to the welfare of the group, whichmeans that some people will get angry at your actions and decisions. It'sinevitable, if you're honorable. Trying to get everyone to like you is a signof mediocrity: you'll avoid the tough decisions, you'll avoid confronting thepeople who need to be confronted, and you'll avoid offering differentialrewards based on differential performance because some people mightget upset. Ironically, by procrastinating on the difficult choices, by tryingnot to get anyone mad, and by treating everyone equally "nicely" regardlessof their contributions, you'll simply ensure that the only people you'll windup angering are the most creative and productive people in the organization.

LESSON 2LESSON 2

"The day soldiers stop bringing you their problems is the"The day soldiers stop bringing you their problems is theday you have stopped leading them. They have either lostday you have stopped leading them. They have either lostconfidence that you can help them or concluded that youconfidence that you can help them or concluded that you

do not care. Either case is a failure of leadership."do not care. Either case is a failure of leadership."

If this were a litmus test, the majority of CEOs would fail. One, they build somany barriers to upward communication that the very idea of someone lowerin the hierarchy looking up to the leader for help is ludicrous. Two, thecorporate culture they foster often defines asking for help as weakness orfailure, so people cover up their gaps, and the organization suffers accordingly.Real leaders make themselves accessible and available. They show concernfor the efforts and challenges faced by underlings, even as they demand highstandards. Accordingly, they are more likely to create an environment whereproblem analysis replaces blame.

LESSON 3LESSON 3

"Don't be buffaloed by experts and elites. Experts often"Don't be buffaloed by experts and elites. Experts oftenpossess more data than judgment. Elites can become sopossess more data than judgment. Elites can become so

inbred that they produce hemophiliacs who bleed to deathinbred that they produce hemophiliacs who bleed to deathas soon as they are nicked by the real world."as soon as they are nicked by the real world."

Small companies and start-ups don't have the time for analytically detachedexperts. They don't have the money to subsidize lofty elites, either. Thepresident answers the phone and drives the truck when necessary; everyoneon the payroll visibly produces and contributes to bottom-line results or they'rehistory. But as companies get bigger, they often forget who "brought them tothe dance": things like all-hands involvement, egalitarianism, informality,market intimacy, daring, risk, speed, agility. Policies that emanate fromivory towers often have an adverse impact on the people out in the fieldwho are fighting the wars or bringing in the revenues. Real leaders arevigilant, and combative, in the face of these trends.

LESSON 4LESSON 4

"Don't be afraid to challenge the pros,"Don't be afraid to challenge the pros,even in their own backyard."even in their own backyard."

Learn from the pros, observe them, seek them out as mentors and partners.But remember that even the pros may have leveled out in terms of theirlearning and skills. Sometimes even the pros can become complacent andlazy. Leadership does not emerge from blind obedience to anyone. Xerox'sBarry Rand was right on target when he warned his people that if you havea yes-man working for you, one of you is redundant. Good leadershipencourages everyone's evolution.

LESSON 5LESSON 5

"Never neglect details. When everyone's mind is dulled"Never neglect details. When everyone's mind is dulledor distracted the leader must be doubly vigilant."or distracted the leader must be doubly vigilant."

Strategy equals execution. All the great ideas and visions in the world areworthless if they can't be implemented rapidly and efficiently. Good leadersdelegate and empower others liberally, but they pay attention to details, everyday. (Think about supreme athletic coaches like Jimmy Johnson, Pat Rileyand Tony La Russa). Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details.Paradoxically, good leaders understand something else: an obsessive routinein carrying out the details begets conformity and complacency, which in turndulls everyone's mind. That is why even as they pay attention to details, theycontinually encourage people to challenge the process. They implicitlyunderstand the sentiment of CEO leaders like Quad Graphic's HarryQuadracchi, Oticon's Lars Kolind and the late Bill McGowan of MCI, who allindependently asserted that the Job of a leader is not to be the chief organizer,but the chief dis-organizer.

LESSON 6LESSON 6

"You don't know what you can get away with until you try.""You don't know what you can get away with until you try."

You know the expression, "it's easier to get forgiveness than permission." Well,it's true. Good leaders don't wait for official blessing to try things out. They'reprudent, not reckless. But they also realize a fact of life in most organizations:if you ask enough people for permission, you'll inevitably come up againstsomeone who believes his job is to say "no." So the moral is, don't ask. Lesseffective middle managers endorsed the sentiment, "If I haven't explicitly beentold 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitlybeen told 'no,' I can." There's a world of difference between these two pointsof view.

LESSON 7LESSON 7

"Keep looking below surface appearances."Keep looking below surface appearances.Don't shrink from doing so (just) because youDon't shrink from doing so (just) because you

might not like what you find."might not like what you find."

"If it ain't broke, don't fix it" is the slogan of the complacent, the arrogant or thescared. It's an excuse for inaction, a call to non-arms. It's a mind-set thatassumes (or hopes) that today's realities will continue tomorrow in a tidy, linearand predictable fashion. Pure fantasy. In this sort of culture, you won't findpeople who pro-actively take steps to solve problems as they emerge. Here'sa little tip: don't invest in these companies.

LESSON 8LESSON 8

"Organization doesn't really accomplish anything. Plans"Organization doesn't really accomplish anything. Plansdon't accomplish anything, either. Theories of managementdon't accomplish anything, either. Theories of management

don't much matter. Endeavors succeed or fail because ofdon't much matter. Endeavors succeed or fail because ofthe people involved. Only by attracting the best people willthe people involved. Only by attracting the best people will

you accomplish great deeds."you accomplish great deeds."

In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walkthe talk" with this stuff? Too often, people are assumed to be empty chesspieces to be moved around by grand viziers, which may explain why so manytop managers immerse their calendar time in deal making, restructuring andthe latest management fad. How many immerse themselves in the goal ofcreating an environment where the best, the brightest, the most creative areattracted, retained and, most importantly, unleashed?

LESSON 9LESSON 9

"Organization charts and fancy titles count for next to nothing.""Organization charts and fancy titles count for next to nothing."

Organization charts are frozen, anachronistic photos in a work place that oughtto be as dynamic as the external environment around you. If people reallyfollowed organization charts, companies would collapse. In well-runorganizations, titles are also pretty meaningless. At best, they advertisesome authority, an official status conferring the ability to give orders andinduce obedience. But titles mean little in terms of real power, which is thecapacity to influence and inspire. Have you ever noticed that people willpersonally commit to certain individuals who on paper (or on the organizationchart) possess little authority, but instead possess pizzazz, drive, expertise,and genuine caring for teammates and products? On the flip side, non-leadersin management may be formally anointed with all the perks and frillsassociated with high positions, but they have little influence on others, apartfrom their ability to extract minimal compliance to minimal standards.

LESSON 10LESSON 10

"Never let your ego get so close to your position that"Never let your ego get so close to your position thatwhen your position goes, your ego goes with it."when your position goes, your ego goes with it."

Too often, change is stifled by people who cling to familiar turfs and jobdescriptions. One reason that even large organizations wither is thatmanagers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becomingobsolete. The proper response is to obsolete our activities before someoneelse does. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab newresponsibilities, thus perpetually reinventing their jobs. The mostimportant question in performance evaluation becomes not, "How welldid you perform your job since the last time we met?" but, "How muchdid you change it?"

LESSON 11LESSON 11

"Fit no stereotypes. Don't chase the latest management"Fit no stereotypes. Don't chase the latest managementfads. The situation dictates which approach bestfads. The situation dictates which approach best

accomplishes the team's mission."accomplishes the team's mission."

Flitting from fad to fad creates team confusion, reduces the leader's credibility,and drains organizational coffers. Blindly following a particular fad generatesrigidity in thought and action. Sometimes speed to market is more importantthan total quality. Sometimes an unapologetic directive is more appropriatethan participatory discussion. Some situations require the leader to hoverclosely; others require long, loose leashes. Leaders honor their core values,but they are flexible in how they execute them. They understand thatmanagement techniques are not magic mantras but simply tools to bereached for at the right times.

LESSON 12LESSON 12

"Perpetual optimism is a force multiplier.""Perpetual optimism is a force multiplier."

The ripple effect of a leader's enthusiasm and optimism is awesome. So is theimpact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoicallyaccepting organizational stupidity and performance incompetence with a "what,me worry?" smile. I am talking about a gung-ho attitude that says "we canchange things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirationsof the optimist any day.

LESSON 13LESSON 13

"Powell's Rules for Picking People:”"Powell's Rules for Picking People:”Look for intelligence and judgment, and most critically,Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsoa capacity to anticipate, to see around corners. Also

look for loyalty, integrity, a high energy drive, a balancedlook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done.ego, and the drive to get things done.

How often do our recruitment and hiring processes tap into these attributes?More often than not, we ignore them in favor of length of resume, degrees andprior titles. A string of job descriptions a recruit held yesterday seem to bemore important than who one is today, what they can contribute tomorrow, orhow well their values mesh with those of the organization. You can train abright, willing novice in the fundamentals of your business fairly readily, butit's a lot harder to train someone to have integrity, judgment, energy, balance,and the drive to get things done. Good leaders stack the deck in their favorright in the recruitment phase.

LESSON 14LESSON 14

"Great leaders are almost always great simplifiers,"Great leaders are almost always great simplifiers,who can cut through argument, debate and doubt,who can cut through argument, debate and doubt,

to offer a solution everybody can understand."to offer a solution everybody can understand."

Effective leaders understand the KISS principle, Keep It Simple, Stupid. Theyarticulate vivid, over-arching goals and values, which they use to drive dailybehaviors and choices among competing alternatives. Their visions andpriorities are lean and compelling, not cluttered and buzzword-laden. Theirdecisions are crisp and clear, not tentative and ambiguous. They convey anunwavering firmness and consistency in their actions, aligned with the pictureof the future they paint. The result: clarity of purpose, credibility of leadership,and integrity in organization.

LESSON 15LESSON 15

Part I: "Use the formula P=40 to 70, in which P standsPart I: "Use the formula P=40 to 70, in which P standsfor the probability of success and the numbers indicatefor the probability of success and the numbers indicate

the percentage of information acquired.”the percentage of information acquired.”Part II: "Once the information is in the 40 to 70 range,Part II: "Once the information is in the 40 to 70 range,

go with your gut."go with your gut."

Don't take action if you have only enough information to give you less than a40 percent chance of being right, but don't wait until you have enough facts tobe 100 percent sure, because by then it is almost always too late. Today,excessive delays in the name of information-gathering breeds "analysisparalysis." Procrastination in the name of reducing risk actually increases risk.

LESSON 16LESSON 16

"The commander in the field is always right and the"The commander in the field is always right and therear echelon is wrong, unless proved otherwise."rear echelon is wrong, unless proved otherwise."

Too often, the reverse defines corporate culture. This is one of the mainreasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of AseaBrown Boveri, and Richard Branson of Virgin have kept their corporate staffsto a bare-bones minimum - how about fewer than 100 central corporatestaffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billionNucor and Virgin, respectively? Shift the power and the financial accountabilityto the folks who are bringing in the beans, not the ones who are countingor analyzing them.

LESSON 17LESSON 17

"Have fun in your command. Don't always run at"Have fun in your command. Don't always run ata breakneck pace. Take leave when you've earned it:a breakneck pace. Take leave when you've earned it:

Spend time with your families.Spend time with your families.Corollary: surround yourself with people who take theirCorollary: surround yourself with people who take their

work seriously, but not themselves, those who workwork seriously, but not themselves, those who workhard and play hard."hard and play hard."

Herb Kelleher of Southwest Air and Anita Roddick of The Body Shop wouldagree: seek people who have some balance in their lives, who are fun to hangout with, who like to laugh (at themselves, too) and who have some non-jobpriorities which they approach with the same passion that they do their work.Spare me the grim workaholic or the pompous pretentious "professional;”I'll help them find jobs with my competitor.

LESSON 18LESSON 18

"Command is lonely.""Command is lonely."

Harry Truman was right. Whether you're a CEO or the temporary head of aproject team, the buck stops here. You can encourage participativemanagement and bottom-up employee involvement, but ultimately theessence of leadership is the willingness to make the tough, unambiguouschoices that will have an impact on the fate of the organization. I've seentoo many non-leaders flinch from this responsibility. Even as you createan informal, open, collaborative corporate culture, prepare to be lonely.

““Leadership is the art of accomplishingLeadership is the art of accomplishingmore than the science of managementmore than the science of management

says is possible.”says is possible.”