ARTIGO ESPECIAL
TenStep -
We
Help You Raise the Bar!™
 |
Biography
R. Max Wideman P.Eng. FCSCE, FEIC, FICE, Fellow PMI
Email: max_wideman@sfu.ca
Max is a registered professional
engineer specializing in project management consulting, a Fellow of the
Institution of Civil Engineers (UK), a Fellow of the Engineering Institute
of Canada, a Fellow of the Canadian Society of Civil Engineers, a Fellow of
the Project Management Institute and a long-time member of the Institute of
Management (UK). He has served as Vice President Member Services (1984),
President (1987) and Chairman of the Board (1988) for the Project Management
Instute (PMI) . He led a team of some eighty PMI volunteers from across
North America to document the Project Management Body of Knowledge for the
Institute. It was approved and published by PMI in 1987. In addition he has
written three books; A Framework for Project and Program Integration
(1991), Project and Program Risk Management: A guide to Managing Project
Risk and Opportunities (1992) and A Management Framework for
Project, Program and Portfolio Integration. (Trafford Publishing,
Victoria, BC, Canada, 2004) |
THE ROLE OF A LEADER
I recently
received this Email notification about The Role of a
Leader.
----------------------------------------------------------------------------------------------------------
|
Most leaders are waiting
to be told what to do. Most leaders are operating at least one level
below their position. Most leaders want to make things more complicated,
simplicity is not valued. Leaders do not think, or act like they are
running a business. Leaders can easily point out problems with other
groups but have trouble critiquing their own operation.
These are observations of
Rich Fredricksen, principal of the execution consulting firm, Paiva
Fredricksen Group who says "defining the role of leaders throughout your
organization is key to running a great company. A focus on execution
that cascades throughout leadership at all levels of an organization is
what transitions strategy into results." |
A Management Framework
for Project, Program and Portfolio Integration
Clique aqui para maiores detalhes |
Through his company's Strong
Leader Execution System, Fredricksen empowers leaders with a "Leaders Daily
Dozen" that not only helps define roles but provides a system of applied
leadership. "People struggle with the concept of translating leadership from
classroom to boardroom," said Fredricksen, "by doing these 12 actions
everyday, you will become a better leader."
-
Set the Example:
Practice my values and the values of the organization, have a positive
attitude and create a climate of integrity.
-
Communicate: Plan my
communications, listen well and select the best medium for communicating.
-
Provide Clarity:
Give clear, well understood instructions and be unambiguous in my vision
and goals for the group.
-
Take Action: Create
a sense of urgency, accomplish tasks that move the group forward and
take accountability.
-
Measure: Know what
metrics drive performance, quantify my group's performance and use
metrics to understand and improve.
-
Simplify: Sort
through the complexity of situations, remove obstacles and focus on the
critical issues. Reduce churn.
-
Manage Risk:
Consider what is around the corner, build risk management into all my
groups' activities.
-
Reward Success:
Reward the efforts and successes of my people, acknowledge positives and
don't just manage the negatives.
-
Develop Leaders:
Support my people to be successful, challenge and trust my people. Take
all opportunities to teach.
-
Create Ownership:
Generate commitment from the group, help my people understand "Why" and
let them participate in the planning of tasks.
-
Deliver Results:
Lead for results and continuous improvement (performance matters).
-
Think: Make time to
think and reflect. Understand the situation beyond my perspective.
"Unfocused 'churn' is not the
goal, rather a thoroughly conceived plan to accomplish the aligned
objectives of the department or company," said Fredricksen. "The role of the
leader is to develop that plan, gain alignment, and manage their people and
stakeholders to achieve a plan as if it's their own company."
Most leaders are waiting to be
told what to do - are yours?
----------------------------------------------------------------------------------------------------------
After reading it, I thought,
isn't that what project managers are supposed to do?
Copyright© 2007 Max Wideman
____________________________________________________________________________
Se você também
deseja participar desta seção, envie e-mail para
artigos@tenstep.com.br
Teremos o maior prazer em publicar seu artigo.
|
|
 |
