The Neal Whitten Group

No-Nonsense Leadership and Project Management

Public appearances…

I rarely mention my many public appearances, but there are two recent events I would like to share.

  1. The PMI chapters that reside across Ontario Canada recently decided to experiment with a special event they dubbed the Ontario Roadshow. I was the first person these chapters selected to test out the concept. The plan was to enlist a proven “named” speaker with multiple seminars from which to choose and have that speaker conduct a road trip across Ontario speaking to one chapter after the other near the end of March. Five chapters chose to participate and I conducted two different seminars and one evening presentation to these five chapters across 5 days. The Roadshow was a lot of fun and, based on feedback from the participants, was highly rated. This is a concept other chapters could possibly learn from. Danelle Peddell, President of the PMI South Western Ontario Chapter, demonstrated admirable leadership in working with the other nearby chapters in pulling this event together.
  2. I recently conducted (first week of April) one of my popular 1-day seminars for the PMI Champlain Valley Chapter in Burlington, VT. The chapter has about 250 members but there was a record-breaking165 attendees for the all-day seminar. Hats off to Allan Cruz, the chapter’s President, and Michael Schmidt, Co-VP of Programs, for leading this successful event. I was honored to have been selected to be the presenter.

See https://nealwhittengroup.com/appearances/ for the date and location of my upcoming public events.

If leadership is so important, then I would expect everyone would clearly understand its importance in a project’s or company’s success. Do you agree?

My experience is that many people—even those in senior leadership positions—still do not comprehend the true importance and impact of effective leadership. I had a noteworthy person in the PM community ask me, “What is the most important issue on projects today?” I have known this person for years and replied that he will likely not agree with me. He said of course he would agree with me. He said he respected my years and history of contributions in the PM community. I told him the Number One issue is the lack of effective leaders. He immediately disagreed. He said that answer is so 20 years ago. He said he thinks the primary issue will be related to other subjects such as tools, process and methodology, certifications, organizational maturity, stakeholder communications or a host of other issues.

I said to him that I have reviewed hundreds of projects in trouble over the years. At the end of a review I always list the top 3-5 problems that the leaders of the project must immediately get under control. In all cases, the top 3-5 problems revealed the lack of effective leadership on the project; otherwise, the problems would not have been such serious issues negatively affecting the project.

So my point is simply: It’s all about leadership; through effective leadership everything else follows.

As a leader, if I don’t have strong leadership around and above me, then my job is far more difficult. Do you agree?

I agree that your job may be more difficult, but it is not impossible. Here is my simple definition of leadership: Leadership is not about the ability of those around you to lead; it’s about your ability to lead despite that which is happening around you. Effective leaders rise to the occasion. By the way, when I talk about leaders, I am not just referring to people who have others reporting to them. Of course, a person (such as a manager) who has others reporting to him or her on a “solid line,” or a project manager or team leader, to whom others report on a “dotted line,” are clearly in leadership positions. However, you can be a leader without anyone reporting to you if your job requires decision-making, negotiating, influencing others, being creative, and making things happen—to name a few.

What is a company’s most important asset?

When I ask this question in my workshops, the most common answer I receive is “people.” I don’t agree; although many companies promote this myth. I hear a bunch of other ideas such as the company’s products and services, brand, shareholders, profit, intellectual property, innovativeness, quality, clients, organizational maturity and marketing—to name a few. But none of these are correct. The answer is its leaders… its leadership. All those items just listed are clearly important but nothing is as important as leadership. For example, if you have a company made up of mediocre leaders, but it has the best employees, it will still be a mediocre force in its industry. However, if your company is led by the best leaders, but it has mediocre employees, it will be a formidable force in its industry. And those mediocre employees? They will become the best because they will rise to the expectations of their leadership. Again, it’s all about leadership. If you are reading this, then you are likely in a position of leadership. You have a great duty to lead well.

Making mistakes can be an asset.

I have been asked a number of times, “Are the best project managers those who have made no big mistakes?” Not necessarily. I applaud those few PMs who have made no significant mistakes; you are a minority. However, I think mistakes have great value, as long as you are learning from them and not repeating them. No one intentionally makes big mistakes, nor do they want them in their work history, but adversity can help sharpen one’s work habits and character. I have made some big mistakes, and white I would not want to relive any of them, I believe that I have far more to offer others as a trainer, consultant and mentor because of them. If a person consistently makes only small mistakes, I question his or her willingness to take personal risks and stretch himself or herself on behalf of the project and organization.