Management Leadership

What Matters Most?
Technical competency is not the most important skill for a Program Manager. Neither
is building a good schedule, nor monitoring issues and tracking down open action
items. I can’t overstate the importance of EFFECTIVE leadership skills for a Program Manager.
Eight of the top nine characteristics are aspects of managing relationships or leading. Technical competence is the lone exception on the list.

Characteristics of Effective Program Managers by ranking
1. Leads by example
2. Visionary
3. Technically competent
4. Decisive
5. Good communicator
6. Good motivator
7. Stands up to upper management when necessary
8. Supportive of team members
9. Encourages new ideas

Poor leadership is often a cause of Program failure, and they conclude that Program Managers must combine technical competency with the ability to lead. I agree.
The more responsibility a Program Manager has, the more crucial leadership skills are to his or her success.

What Is Leadership, Anyway?
I would says, “Leadership is difficult to define but critical to Program success.”
Management studies defines leadership as inspiring and guiding,
which includes these four aspects:
1. Articulating and arousing enthusiasm for a shared mission and vision
2. Stepping forward to lead as needed, regardless of position
3. Guiding the performance of others while holding them accountable
4. Leading by example

Leadership vs. Management
Management expert Peter Drucker says,
“Management is doing things right; leadership is doing the right things.” Leading
focuses on guiding and inspiring; managing involves organizing and effectiveness.
Effective Program Managers must be good at both to be able to deal with the fast pace
and complexity of modern Programs. Below, I’ve listed important aspects of leadership
and management to show how they complement each other.

Leadership Skills on a Program
1. Articulate a program vision and build enthusiasm for it.
2. Empower and guide the program team
3. Build relationships to communicate, motivate, and influence
4. Create a positive team environment that helps the team:
• Navigate change
• Take prudent risks
• Listen well, work together, and respect each other
• Create an identity and take healthy pride in its work

Management Skills on a Program
1. Keep the program aligned with business strategy, and with customers and users
2. Acquire and coordinate people and resources needed by program
3. Use appropriate project management tools and processes
4. Plan, monitor, and steer the project work, including schedule and budget
5. Manage risks

Take Action
We do know “Leadership is practiced not so much in words as in attitude and in actions.” Take action now by trying one of the following ideas.
Get healthy. A leader is nothing without a team. Creating a healthy team environment should be near the top of your priority list. Take the time out of your busy schedule to attend to the health of the team.
• Foster an environment that embraces learning, a willingness to take prudent risks, and a unique team identity.
• Recognize and support individual team members, treating them with respect. Stand up for them – the workplace can be brutal - and don’t work them to the point of burnt out
Cast a vision. Maintain a constant and clear focus on the desired outcome of the Program and the path to get there. Seeing the vision allows the Program team to focus on day-to-day activities, knowing that they are in alignment and that their individual work
will come together to make something great.
Walk the talk. Demonstrate follow-through yourself. Then give team members the support they need to deliver on their responsibilities, and hold them accountable.
Empower others. Accomplish results through the Program team rather than doing everything yourself. Leaders learn to discern when to lead the charge personally and when to delegate and then get out of the way.
Show enthusiasm! Even during those times when your personal energy has ebbed, keep the team focused and moving forward.
Remember, “The energy, attitude, and commitment of the team rarely rise above those of the leader.”

Endpoint
Program Managers face a high standard – being both a good leader and a skillful Manager. Even very experienced Program Managers have room to improve. Therefore, I challenge you to pick just one aspect of your Program leadership to improve now. When you’ve made progress on that aspect, advance to another. That first small step will start you on a rewarding, career-long journey of continuous improvement as a leader.

Casting the assignment Objective
A traveler in medieval France was walking down a road at noon when he encountered
a man chiseling a large stone. “What are you doing?” the traveler asked. The stonemason replied, “I am preparing this stone to go into a wall.” His question answered, the traveler moved on. Around the next bend in the road, he saw another
worker chiseling a stone. Again the traveler asked, “What are you doing?” The second stonemason proudly replied, “Sir, this stone will fit into the north wall of a new cathedral.” Snapping almost to attention, he continued, “I am building a cathedral to the glory of God!” The two stonemasons were doing the same work, but gave very different replies. Who cast the more compelling assignment objective?
“ The very essence of leadership is that you have to have vision and objective.”

KACAK5 Management