Climbing the Ladder Means Letting Go: Attributes that make you good at one level, can derail you at the next
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This presentation by Debbie Bigelow Crawford (originally presented at the 2013 PMO Symposium) hones in on required competencies of different project management roles within an organization. -------------------------------------------------------------------------------------------------------------------- With the flattening of organizations, project management has increased visibility within organizations. The layers of hierarchy have diminished leaving the project manager with a more expanded role. New research is showing how mid-level project leaders don’t possess several critical competencies, which have an impact on business results. Some attributes which were rewarded in the past, are a detriment to future career growth. As an example, too much attention to detail in a mid-level leader becomes a derailer in a senior-level role. Senior-level leader roles have also expanded, and now require analytical, conceptual, and visionary attributes. Creating, sourcing, and placing the right talent…the people who have the right capabilities, the right technical, or the right personal skills … are what’s needed to transform and optimize any business. If your Senior Project Managers and Program Managers have the right attributes, you will see a direct impact to your business results.
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Climbing the Ladder Means Letting Go: Attributes that make you good at one level, can derail you at the next
- 1. Climbing the Ladder Means Letting Go Attributes that make you good at one level, can derail you at the next Debbie Bigelow Crawford, PMP “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 2. Performance Areas for a Traditional High Performing Project Manager Problem Solving and Decision Making Interpersonal Dynamics Management / Leadership “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 3. What Do You Expect From a High Performing Project Manager? Personal Organization and Time Management Problem Solving and Decision Making Interpersonal Dynamics Management / Leadership “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 4. What are the Performance Indicators? The Performance Indicators for the Personal Organization and Time Management section demonstrate the PM’s: • Capacity to organize priorities • Ability to manage time • Follow through to complete tasks. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 5. What are the Performance Drivers? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 6. What Do You Expect From a High Performing Project Manager? Personal Organization and Time Management Problem Solving and Decision Making Interpersonal Dynamics Management / Leadership “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 7. What are the Performance Indicators? The Performance Indicators for the Problem Solving and Decision Making section demonstrate the PM’s: • Problem-solving style • Analyze issues, evaluate alternatives, and make decisions • Potential to understand complex issues and to strategize. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 8. What are the Performance Drivers? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 9. What Do You Expect From a High Performing Project Manager? Personal Organization and Time Management Problem Solving and Decision Making Interpersonal Dynamics Management / Leadership “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 10. What are the Performance Indicators? The Performance Indicators for the Interpersonal Dynamics section demonstrate the PM’s: • Style of interacting with others • Capacity to initiate, develop, and maintain relationships • Willingness to consider other points of view “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 11. What are the Performance Drivers? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 12. What Do You Expect From a High Performing Project Manager? Personal Organization and Time Management Problem Solving and Decision Making Interpersonal Dynamics Management / Leadership “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 13. What are the Performance Indicators? The Performance Indicators the Management section demonstrate the PM’s: • Capacity to – establish goals, – coordinate tasks on behalf of a team – communicate directly • Potential to provide coaching and support • Persist to overcome challenges. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 14. What are the Performance Drivers? “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 15. Are There Performance Inhibitors for the Traditional Project Manager? YES Gregariousness: Comfort with meeting new people and initiating conversations Unlikely to sacrifice job performance to make new acquaintances Motivated to meet new people, perhaps at the expense of achieving work goals “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 16. A Competent Project Manager’s Profile Personal Organization and Time Management Problem Solving and Decision Making Interpersonal Dynamics Management “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 17. This Is Changing…. WHY?? • Flattening of organizations • Technology • Changing Business Environment “PMI” isis a registered trade and service mark of the Project Management Institute, Inc. “PMI” a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission isis granted to PMI for PMI® Marketplace use only. ©2012 Permission granted to PMI for PMI® Marketplace use only.
- 18. What Do Today’s Project Manager’s Need? The Deck has been shuffled…. Same competencies…. Just different scores in those competencies “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 19. Where’s the Shift? Senior Project Managers…LEADERS… now need higher attributes of: • Analytical Thinking • Conceptual Ideas • Visionary Ability • Influencing Skills “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 20. Where’s the Shift? • Influencing without authority • Moving people to action • Stronger Negotiation • More Assertive • More Aggressive • More Confident “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 21. What Should One Look For? Business Acumen: combination of understanding of where project/program play into the bigger organizational picture. It’s a way of thinking – a more strategic approach “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 22. Higher Scores in Influencing Traits Assertiveness Aggressiveness Ego Resilience Ego Strength Empathy “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 23. Higher Scores Abstract Reasoning Gregariousness Used to be an inhibitor! Idea Orientation Prioritization “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 24. Lower Scores External Structure Cautiousness Thoroughness Sociability “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 25. Other Factors • Experience • Creating Habits of Keeping Pulse of Industry • Stronger Organizational Awareness “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 26. Competent Project Manager vs Competent PM Leader Management/ Leadership Problem Solving Interpersonal Dynamics Assertiveness 24 90 Abstract Reasoning 60 99 Sociability 11 60 Aggressiveness 86 28 Ego Strength 2 78 Idea Orientation 49 80 Gregariousness 12 82 Empathy 79 90 Risk Empathy 70 98 60 98 Organizational Time Management External Structure 39 4 Cautiousness 44 18 Thoroughness 82 5 Skepticism 92 2 “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 27. Don’t Get Derailed! PROJECT LEADER Demonstrate you are a Project Management Leader! The BEHAVIORS you need to develop Then the BEHAVIORS you need to shed Know the ATTRIBUTES you need “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
- 28. Contact Information Debbie Bigelow Crawford, PMP dbcrawford@pmsolutions.com 484-450-0101 www.pmcollege.com Visit in the exhibit hall … Booth #21! “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only.
Notas del editor
- There’s a lot of discussion about the “traditional project manager” and the new, business-driven project manager. People are looking to find out where the gap is. How can we get PMs who have been in the business for years and new, upcoming PMs understand the important new role they play. What are the personality attributes and behaviors they need to develop….and when? There have been a lot of changes in the industry over the last few decades….in the 60s, PM was all about the “science”; in the 80’s, it moved into soft skills for negotiating, influencing, motivating team, and now in the 2000s, there is a huge integration with business. What I’d like to do with this presentation is to walk you through what the typical personality profile for a traditional PM looks like….and then point out the changes for this new, emerging business-driven project manager. When you contrast both, you’ll begin to see some of the behaviors you now demonstrate might need some changing if you want to move up the ladder.
- In this presentation, I want to show how the performance areas for a traditional project manager and then the performance areas for an emerging project management leader. Not incidentally, the performance areas are the same. The greatest difference that you will see, will be the degree or strength of the attribute drivers, and a result, the demonstrated behaviors. So….What’s an “attribute driver”?? Personality attributes are either DRIVERS , which pushes their performance in a positive direction, or INHIBITORS, which can interfere with their job performance.Why is this important? Well, if you want to move from being viewed as a SME (an expert planner, scheduler, controller…a person who takes limited risk, dealing with “technical issues”)…or a Valuable Resource (who is more general, not just technical…someone who puts problems in context and offers new perspectives, who is more transparent and communicative, and a little more of a risk taker)…or, ultimately, if you want to be viewed as a Trusted Advisor, (Divergent thnker, reflective, takes initiative, not reactive) you are going to need to understand the attributes it takes…and then start demonstrating behaviors that validate you HAVE those attributes.So when we look at “Performance Areas”, what we are really looking at are the attributes and behaviors that research has shown are objectively measured and directly linked to high performing project managers. The first of the these 4 Performance Areas is Personal Organization and Time Management.
- So we know what the performance indicators are….what attributes (Performance Drivers) should we be looking at? And then what behavior tendencies?
- Behavioral Tendencies Independently sets goals, objectives, and priorities Implication: Tends to proactively set goals and effectively prioritize critical tasks.Manages multiple tasks and activities Implication: Should be able to coordinate multiple activities effectively.Follows established policies and procedures Implication: Is usually inclined to accomplish tasks according to established procedures, but at times may not adhere to them strictly.Works quickly Implication: Is inclined to move quickly in an effort to produce results.
- Recognizes problems, issues, and opportunities Implication: Should be able to effectively recognize opportunities; is likely to see angles that others do not.Gathers and analyzes data Implication: Is apt to seek out and analyze relevant data in order to understand subtle trends and complex relationships.Synthesizes information Implication: Is apt to effectively distill information into a coherent and logical framework.Creates new concepts and approaches to solve problems Implication: Tends to devise creative solutions.
- Behavioral Tendencies Develops new contacts and initiates relationships Implication: Is not apt to become sidetracked from core tasks in order to network and meet new people.Maintains existing relationships Implication: May not maintain the contact necessary to sustain relationships.Demonstrates an eagerness to help others Implication: Is unlikely to volunteer help.Considers others’ points of view with an open mind Implication: May have difficulty accepting others’ input.
- Behavioral Tendencies Confidently expresses ideas and opinions Implication: Seems capable of communicating in a self-assured manner in certain situations.Persuasively sells ideas to gain support and buy-in Implication: Tends to have difficulty convincing staff members or colleagues to support initiatives or to take action.Is willing to make tough decisions Implication: Seems capable of making difficult decisions in certain situations.Is persistent Implication: Tends to persevere in order to overcome obstacles.