strategic leadership for sustained project & portfolio successdr. jerome b. brightman the...
TRANSCRIPT
Dr. Jerome B. Brightman
The Leadership Group
TEL: 603 795 2115
Strategic Leadership for Sustained
Project & Portfolio Success
PMINJ Chapter
02 May Symposium 2016
Dr. Jerome B. Brightman (“Jerry”)
Education:
Clark University, MA
American University, MBA
George Washington University, DBA
CV Highlights:
WMU – Professor at Western Michigan University
ASOMA – Vice President for China Trade
IMI – Executive Director of Harvard’s International Marketing Institute
IA – Senior Consultant at Peter Senge’s Innovation Associates
CCL – Senior Program Associate at the Center for Creative Leadership
(CCL)
TLG – President, The Leadership Group (TLG)
TGI – The Gordon Institute (TGI)
SNHU – Southern New Hampshire University
…and, traveled to 111 countries
Most Important:
Husband to Nancy; Father to Alyssa, Deborah, Matthew, and Maely
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The following model will show how almost ALL of today’s organizations behave around the world. As we go through the model, be thinking about where your organization might be today, and where you might want it to be going forward.
ORGANIZATIONAL BEHAVIORS
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Scan of Internal Capabilities and Limitations
Traditional
Organizational Behaviors
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Event Behavior
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Event Behavior
Trend Behavior
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Event Behavior
Trend Behavior
Structural Behavior
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Event Behavior
Trend Behavior
Structural Behavior
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Event Behavior
Trend Behavior
Structural Behavior
How and who we hire
Who gets what information
Unwritten Rules
Mental Models!
The Vision
Information Flow
Vision Statement
Virtual Meetings
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Event Behavior
Trend Behavior
Structural Behavior
WHERE THE LEADER LIVES!
Leverage
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THE “MANTRAS” of Strategic Leadership
I never want to complicate our work by using too much jargon, so I’d like you to focus on the following three “Mantras” that I know will definitely make your leadership better tomorrow than it is today.
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The skills that got you to where you are today are not necessarily the skills you’ll require going forward. - CCL Derailment Research
Strengths overused could potentially be weaknesses. - CCL Derailment Research
The problems we face today cannot be solved with the same level of thinking that was present when the problem began. - Albert Einstein
THE “MANTRAS”
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WHAT IS THE NEW STRATEGIC LEADERSHIP?
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ANSWER: THE CRYING NEED FOR DISRUPTIVE STRATEGIC LEADERSHIP
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DISRUPTIVE STRATEGIC LEADERSHIP… …the ability to reframe problems and opportunities from a range of new and different perspectives. This might be as simple as obtaining the ideas of colleagues outside your own field or those who have no familiarity with your particular problem(s) – or as creative as redefining a problem from an entirely different discipline.
TOWARDS A DEFINITI0N
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WHY IS THIS SO IMPORTANT FOR PROJECT MANAGERS?
A new study from the prestigious Center for Creative Leadership (CCL) tells us that because the world is becoming increasingly more complex, and managers can no longer simply go to their HR managers and ask what courses or training they should take to move to their next level of leadership. Rather they will have to make these choices themselves which begs the obvious question, “How do I know what I don't know?”
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WHAT NEW STRATEGIC COMPETENCIES MIGHT BE REQUIRED GOING FORWARD?
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Balancing inquiry and advocacy –
but particularly asking far more questions than you are being asked now.
NEW COMPETENCIES
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Obtaining influence without authority – better understanding your
strengths (or personal “currencies”) that can be used in exchange for power in an organization.
NEW COMPETENCIES
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Thinking systemically – going away
from traditional linear learning to thinking in wholes about the interrelationships and interconnections within your project sphere.
NEW COMPETENCIES
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Changing your frame from team work to team learning – creating innovation in
teams and trusting your gut feelings.
NEW COMPETENCIES
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Diversifying your network – basically
a need to expand your connections to enhance your thinking options and solutions to chronic problems.
NEW COMPETENCIES
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Creating the ability to observe a project team’s assumptions and mental models so that they can be
effectively challenged and changed to benefit the project.
NEW COMPETENCIES
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Making your leadership style truly bold so that you can become an effective project
innovator – doing something radically new or different.
NEW COMPETENCIES
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Rediscovering your lost creative and innovative powers – we had them
once as kids, but somehow we’ve lost them as adults.
NEW COMPETENCIES
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To understand that new leadership ideas well executed are the real currency of success in any competitive marketplace – pushing
new boundaries.
NEW COMPETENCIES
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TO ACTUALLY DEVELOP THESE NEW BEHAVIORS, YOU’VE GOT TO GO DEEPER
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43% of CEO’s indicated that FEAR was their main motivator! Are you willing to share with a stranger in this room the things that you HAVE NEVER discussed with complete openness and honesty with anyone?
EXAMPLE 1: FEAR
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EXAMPLE 2: DEALING WITH THE
DYSFUNCTIONS OF YOUR TEAM
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Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust
THE FIVE DYSFUNCTIONS OF YOUR TEAM by PATRICK LENCIONI
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1. ABSENCE OF TRUST – Stems from unwillingness to be vulnerable within the group. Team
members who are not genuinely open with open another about their mistakes and weaknesses make it impossible to build a foundation of trust
2. FEAR OF CONFLICT – Teams that lack trust are incapable of engaging in unfiltered and
passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.
3. LACK OF COMMITEMENT – Without having aired their opinions in the course of
passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
4. AVOIDANCE OF ACCOUNTABILITY – Without committing to a clear plan of action,
even the most focused and driven people often call to their peers on actions and behaviors that seem counterproductive to the good of the team.
5. INATTENTION TO RESULTS – Team members put their individual needs (such as ego,
career development, or recognition) or even the needs of their divisions above the collective goals of the team
THE FIVE DYSFUNCTIONS OF A TEAM WHERE IS YOUR ORGANIZATION?
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Do These Dysfunctions Relate To Your Team?
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EXAMPLE 3: SYSTEMS THINKING
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WHAT IS SYSTEMS THINKING?
A system is a set of things working together as parts of a mechanism or an Interconnecting network – a complex whole
It is a process of understanding how things influence one another within a whole
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SYSTEMS THINKING AND SYSTEMS ENGINEERING
Single Engineering Discipline
Socio-Technical Systems Thinking
Systems Engineering
Because many “problems” are a complicated mix of both technical and non-technical components
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SYSTEMS THINKING IS THE CONNECTION TO ADAPTIVE AND TECHNICAL CHALLENGES
- Technical challenges are using “just” engineering - skills to calculate the tie to dig the hole - Adaptive challenges recognize there are many social/leadership aspects to the “engineering” problem
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WHY TALK ABOUT SYSTEMS THINKING? QUESTION: Why are we integrating the idea of systems thinking into the Leading Organizations module?
ANSWER: Because you can try to fix all the problems that surface in an organization, but unless you change the underlying behaviors and patterns, the same problems will continue to surface. What we’re really talking about are CHRONIC problems – those problems you once thought were solved forever only to see them reappear time and time again!
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SYSTEMS THINKING – GOING DEEPER
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THE ACME CHAIR COMPANY
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Acme Chair Case—The Situation
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WHAT MIGHT WE DO TO BACK TO OUR PREVIOUS GROWTH?
Better Sales Training
New Distribution System
Go After New Customers
Implement Agile Systems
Improve Our Accounting
Hire New Sales People
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BUT…
This is the OLD Linear Thinking
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BACK TO ONE OF THE MANTRAS!
“The problems we face today cannot be solved
with the same level of thinking that was present
when the problem began.”
- Albert Einstein
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AND THE NEW LEVEL OF THINKING?
SYSTEMS THINKING!
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We first begin the process by slowing down and looking at the
situation from a “Trends” Perspective
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We Continue Our Analysis from a “Trends” Perspective
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And More Analysis from a “Trends” Perspective
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MORE Analysis from a “Trends” Perspective
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NOW - Analysis from a “Structural” Perspective
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Structural Analysis: Going Even Deeper
Uncovering Faulty Mental Models
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SYSTEMS THINKING - SUMMARY
Systems Thinking is a great addition to your leadership tool kit It is a framework for seeing interrelationships rather than things, for seeing patterns of change over time rather than static “snapshots.” It is an imaginative and innovative way of telling a story It is a methodology for making decisions It integrates self-awareness, engagement, alignment, challenging mental models and team learning It enhances our creativity It solves chronic issues so they stay solved It provides leadership leverage through understanding the impact of underlying behaviors and patterns
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SUMMARY:
HOW DO YOU GO FORWARD AS A STRATEGIC
DISRUPTIVE LEADER?
SELF-AWARENESS – The Key to Personal Mastery CREATING A SHARED VISION – Developing Alignment and Engagement SURFACING AND CHANGING ASSUMPTIONS – What are our Mental Models? TEAM LEARNING – Creating our Future in Teams THINKING IN “WHOLES” – Systems Thinking REDISCOVERING OUR CREATIVITY – Becoming Innovative Again
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