Everybody seems to be talking about Agile. There’s a huge wave of enthusiasm and focus on it, and it’s being heralded as the way forward for the effective management of projects in the modern world. But what is ’it’? Does each person that commends Agile actually mean the same thing? - See more at: http://www.changequest.co.uk/blog/agile/#sthash.GoHbMU09.dpufClick
In an increasingly complex and uncertain business environment we hear much talk of leadership v management. John Kotter has spoken much on this subject and argues that leadership and management are distinct but complementary systems, each with its own functions and associated activities.
Strong management and weak leadership is a journey to a poor outcome, strong leadership with weak management is no better and sometimes actually worse.
Looking at the internet there are many reference lists of the attributes of leaders and managers.
Managers are about: planning, process, measures, control, resources, maintenance and formal hierarchy.
Leaders are about: vision, motivation, people, change, breaking down barriers and building aligned relationships.
As we encounter greater change in organizations and projects it is clear that change demands more leadership.
We should probably stop looking at leadership and management as two separate lists of behaviors and activities but rather consider how we combine the two to create a better type of leader and manager able to act in the ever more complex business world in which we operate. A project manager must do both leadership and management finding the right balance between them to deliver the required outcome.
Perhaps key to the future of the project management role is clearly recognising the need for both and ensuing that we provide both, each day, in every project we are involved with.
How to stop wasting time attending Project Meetings and get more productive. Get some insight into ways to keep teams collaborating outside of meetings.
John Gordon's insight:
Some useful alternatives......talking to people now that's useful ! Why because you learn a lot more than just what you planned for a meeting. You often learn the important stuff that people will not speak about in a meeting. You learn the really important people stuff. How do you apportion meetings and really people communication?
Some executives thrive under pressure. Others wilt. Is the reason all in their heads? Hardly. Sustained high achievement demands physical and emotional strength as well as a sharp intellect. To bring mind, body, and spirit to peak condition, executives need to learn what world-class athletes already know: recovering energy is as important as expending it.
Over the last decade, networking has turned into one of the most powerful ways to develop a career successfully. Many people dread it, for others it is second nature. The first group sees it has a ‘must do’ task and would rather avoid it, the second uses it as an opportunity to connect with the professionals they would like to do business with, learn from or be inspired by. Some people argue that they are not comfortable with the idea of making a hard sell of their skills, almost feeling like they are not genuine and true to their themselves when they have to do it.
"Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures. With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving."
Asking questions is an essential component of leadership. Voltaire said that we should ‘judge a man by his questions rather than by his answers’ and Albert Einstein was obsessed with questions, or more precisely, with getting to the right question. Another smart mind, Tim Brown (chief executive and president of IDEO) says, 'It’s very easy in business to get sucked into being reactive to the problems and questions that are right in front of you. It doesn’t matter how creative you are as a leader,
John Gordon's insight:
The big picture view, the looking over the horizon and the "if it were my money" views are great in provoking further thought and dialogue. "If I do this, could I sleep at night" and "Could I explain this as being the right thing to a judge if it all goes wrong" are also good questions from an ethical stand point. It is the big simple questions that often unlock the best decisions.
We’ve known for years that emotional intelligence improves results—often by an order of magnitude. Now, new research shows that a leader’s mood plays a key role in that dynamic—a discovery that should redefine what leaders do first and best.
John Gordon's insight:
We knew this really but some days we forget how important it actually is to those around us. Finishing the day knowing you helped move someone, one of your team, or someone else's team forwards is a great way to go home. As parents we know how this stuff works with our kids.... their mood is your mood and vice versa so it often is in teams. To lead we need to remember the glass is half full and that there is light at the end of the tunnel.
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