Leadership Delegation and Project Tracking

7/28/2019 Leadership Delegation and Project Tracking

1/25

Professional Development Series:

Leadership, Delegation and

Project Tracking

George Gatta

Executive Vice President

Doug Kahn

Associate Dean


2/25

Todays Objective

Review Three Differing, Related Topics

Discuss Each as an Entity Look at Relationship


3/25

What is Leadership?

Two2 ways to look at this:

Actual: Giving Direction

Potential: The Ability to Lead

- vs

Formal: Authority Mandate

Charismatic: Followers Grant


4/25

Failure is the Norm

80% of All New Businesses

50% - 60% of Existing Businesses

80% of Family Businesses on Transferfrom Founder to Descendents

Why?


5/25

Leadership is Born

Perhaps

Can be Learned

Not Usually Studied Unless a Businessor Military Scholar


6/25

Measuring Effectiveness

Scope of Impact

Duration of Impact

Number of Followers


7/25

Scope or Magnitude

Vision

Continual Personal Development

Leadership Skills

Business Concepts of Primary Discipline

Highly Qualified Subordinates

Find, Feed and Listen


8/25

Duration or Legacy

Accuracy of Vision

Long vs. Near Term

Effectiveness vs. Efficiency

Change vs. Stability

Creation vs. Production

Concepts vs. Details


9/25

Followers

Grant Real Power to Leader

Evangelism vs. Following

Ability to Transcend Mere Productivity


10/25

OK, so How?...Behavior

Leader

Commitment

Example

Effort

Communication

Recognition

Accountability


11/25

Followers Behavior

Commitment

Example

Effort

Communication

Recognition

Accountability


12/25

Delegation to Followers

Clear Objectives

Measurable

Time Bound

Achievable

Two Way Communication

Authority Matching Accountability

Follower Granted Credit


13/25

Leaders Obligations

Grant Formal Authority

Provide Resources

Communicate Mission and Vision

Set Objectives

Challenge Followers vs. Reasonability

Take Overall Responsibility Manage Communication with Follower


14/25

Followers Obligation

Focus on Objectives

Tactical Planning / Operationalization

Regularly Communicate to Leader

Status

Change

Resource Needs

Potential Issues

Personal Growth


15/25

Programs vs. Projects

Programs are ongoing efforts

Projects have defined start and end

Either can be short or long term


16/25

Objectives

Measurability

Quantify Numerically

If you cannot measure it, there can be

neither reward nor punishment

Time Bound

When

If Staged, tie to Measure

i.e., How Much, When?

Achievability


17/25

Tracking Progress

Take Defined Objective

Break Down Into Strategies

Determine Sequence

Measure Progress

Report Progress

Adjust Return to Top


18/25

Strategies

Defined: Discrete actions taken to

achieve an objective

Why?

Eskimos eat whales one bite at a time.


19/25

Strategies

Tasked to Individual or Group

Ongoing or Defined Limit

Impact May not be Directly

Measurable, butActivity Is

May Impact Multiple Objectives


20/25

Sequence

Domino Effect

Inherent Predecessor / Dependent

Relationship

Means to Gauge Overall Progress

Critical Path


21/25

Measure / Status

Formal

Status Reports

Team Meetings

Informal

One on One Discussion


22/25

Plan B

Reality Things Happen

Responsibility of Leader

Risk Assessment

Planning for the Unplanned Likelihood vs. Impact

Worse Not to Plan

Adjust, Move Forward

Process is Continual and Does Not Change


23/25

Keys to Success

Leadership

Evangelists

Mission, Objectives, Strategies

Process


24/25

Questions?


25/25

Additional Sources / Suggested Reading

Wikipedia, en.wikipedia.org

Measure of a Leader, Daniels and Daniels

Project Management, Heerkens

Essential Managers Series: Project Management, Bruce & Langdon

Leadership Delegation and Project Tracking

Documents

Transcript of Leadership Delegation and Project Tracking