No-Nonsense Leadership and Project Management
PM Network
Sharing power rarely works well and almost always harms people, projects and outcomes. This article shares eight reasons that sharing power should be avoided. By making one person accountable—in charge and driving the endeavor—we are more in control over our destiny and far more motivated to excel.
PM Network
Leadership involves creating a more productive work environment. By adopting project analysts in performing a major support role for project managers, organizations can free up project managers to take on more projects and perform more effectively. This article reveals the more significant duties of the project analyst.
Don’t cut corners when it comes to your character.
by Neal Whitten, PMP, Contributing Editor
More than ever, the business world needs leaders who routinely practice integrity. By integrity, I mean knowing the difference between right and wrong and choosing the right action.
All of us, as leaders, must be role models for integrity. Most of us have a great internal mechanism that helps us immediately recognize the difference between right and wrong. A problem can occur, however, as we find ourselves looking for that competitive edge to help us, our products and our companies be as successful as possible. What may begin as a slight shaving of the edges of right and wrong can turn into a wholesale belief that integrity is for others to practice and no longer applies to this situation. Wrong! Integrity applies to all of us all of the time.
Collateral Damage
What should you do if you encounter illegal or unethical behavior? First of all, never support someone who engages in it. If you do, expect to go down as part of the collateral damage. If you think the person will protect you, think again. People who commit illegal or unethical activities are notorious for selling out those loyal to them.
You have several choices: do nothing, distance yourself from the behavior or be a whistle-blower.
If you choose to do nothing, the danger is that you seem to support and condone the behavior. This can set you up for being an accomplice. Moreover, you could end up constantly looking over your shoulder. Fear can eat at you day and night—not a good way to live a happy and quality life.
Choosing to leave the organization or company is, of course, not always easy. There may not be another job for you in another organization. You might have to relocate. A job search also can be a great hardship. While clearly an option, distancing yourself can be a mighty high price to pay.
To many people, being a whistle-blower could be considered the high road. You are exposing illegal or unethical behavior and working within the system to make it a better place for all to work. Unfortunately, not everyone holds whistle-blowers in such high esteem, particularly those who have condoned or supported the poor behavior—or have friends that are being exposed for it. This can be a lonely road, albeit one where your conscience is clear. Because illegal and unethical behavior can take a long time to uncover and reach closure, you may have to continue to work around the very people you have exposed—and some may never be punished.
You say you don’t like your options? Nobody does. There is no simple answer. However, confiding in a trusted third party and talking through the options can help. Most of us will likely come across illegal or unethical behavior at some time in our careers. Again, whatever you do, do not become a part of it, or you will surely go down with it.
Speak Up For Yourself
What if your boss directs you to do something that’s not illegal or unethical but with which you disagree? Should you do it anyway? Yes. You can read an organizational chart. But first discuss the issue with your boss to make your perspective clear. This is integrity, too—have the courage to speak up for your own strongly held opinions.
If you do what your boss says, but later other people of equal or higher authority tell you that they disagree with your actions, is it okay to say that you were only following orders? In general, avoid being overtly transparent. You want to support your boss. However, in a case where your actions could harm your reputation or career, I would recommend not taking the blame for a decision that was thrust upon you—provided you had been clear in presenting your position. If you did not bother to offer a counter position, then you are just as much at fault as your boss.
Your integrity represents a window into your character. As a leader, you must use it to build your success and the success of those you lead.
“Good enough” leadership shouldn’t be the norm.
by Neal Whitten, PMP, Contributing Editor
My experience is that most “leaders” don’t understand their jobs, roles and responsibilities. They think they do. They mean well. But they don’t quite “get it.”
And because so many leaders truly don’t understand what is expected of them, they fail to consistently achieve the level of success possible, the one that is increasingly required. Instead, they eke by with marginal leadership:
How can marginal leadership be so pervasive with so many successful products and companies in the world? Because it is often the norm. It’s viewed as “good enough” leadership. It gets the job done—albeit marginally.
Relying on marginal leadership is not good enough anymore. The global competitive environment we all find ourselves tied to demands the bar for effective leadership be raised.
Let’s look at some common examples of marginal leadership:
These people all think that they “get it,” that they are operating within an acceptable level but they all fall far short of the leadership required to be truly effective.
As a leader, you have the duty to clearly define the roles and responsibilities of those who work under your direction and within your domain of responsibility. But you have the same responsibility to those who work alongside and above you. You must define your own roles and responsibilities and negotiate expectations with your boss.
People will perform to your expectations only if they know what those expectations are. Don’t assume that people understand their jobs—even if they’ve been in their positions for years. People do not know how to be held accountable for something that they fundamentally do not understand.
Demonstrating marginal leadership, up to now, has often been sufficient. But tolerance for marginal leadership is declining—and rightfully so. The best leaders define the jobs of those that can affect their domains of responsibility. Then they work alongside them to coach them to greatness.