Leadership in program management

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Leadership in program management
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• Solid leadership is the foundation to building an
  effective team and delivering an effective program

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Its about you

• Are you a leader?
• Leadership is a skill, what are you doing to
  improve?
• What do you feel are the best traits of an
  effective leader?

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Keys to successful program leadership

• Understanding your role as leader
• Understanding the work
• Build a team, co-accountability
• Developing key staff
• Create an enjoyable work environment
• Supportive personnel practices
• Tracking progress at the program level
• Emphasis on quality and customer satisfaction
• Planning, planning, planning

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Leadership

• leadership n
• 1. the office or position of the head of a
  political party or other body of people
• 2. the ability to guide, direct, or influence
  people
• 3. guidance or direction
• 4. a group of leaders (takes a singular or plural
  verb)

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Leading a team

• Successful leadership is maximizing the talent
  and resources available within the team to meet
  common goals that align with the teams values and
  vision.

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Building a Team

• Part of being a team is being able to trust and
  rely on your teammates. Once that trust is broken
  you cease to be a team, each team member walking
  through the motions of their own responsibility
  without taking advantage of the efforts and
  talents of the others.

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Leadership responsibilities

• Guidance
• Mentoring
• Clear expectations
• Roles and responsibilities of the team and
  individual
• Planning
• Long term
• Short term
• Manpower planning
• Implementation
• Appropriate delegation
• Creating shared vision
• Evaluation

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Leadership styles

• Autocratic leadership dictator
• Bureaucratic leadership by the book
• Charismatic leadership follow me
• Democratic leadership participative
• Laissez-faire leadership let it be
• People-oriented leadership relations-oriented
• Servant leadership supports everyone
• Task-oriented leadership get it done
• Transactional leadership carrot and stick
• Transformational leadership inspiring,
  communicative

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• http//www.mindtools.com/pages/article/newLDR_84.h
  tm

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Finding your leadership style

• Acknowledging your current primary leadership
  style and working on other styles will help you
  develop a situational leadership style.

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Situational Leadership

• There is no one right way to lead or manage that
  suits all situations.
• To choose the most effective approach for you,
  you must consider
• The skill levels and experience of the members of
  your team
• The work involved (routine or new and creative)
• The organizational environment (stable or
  radically changing, conservative or adventurous).
• Your own preferred or natural style.

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Your style

• A good leader will find him or herself switching
  instinctively between styles according to the
  people and work they are dealing with. This is
  often referred to as situational leadership

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Embracing your role as leader

• Establish order and routine on the job so all
  workers know where they stand and what is
  expected of them. The discipline makes the staff
  feel theyre in capable hands.
• Always keep the door open to your staff members,
  and be generous with information that affects
  them. Well-informed employees are more eager and
  better prepared to participate.

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Shared vision

• Sustainable organizations rely on leadership that
  can create systems and lines of communication
  that allow for the continual adjustment of course
  to achieve established goals created by the the
  team out of shared vision.

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Shared vision is created through conversation

• conversation n
• an informal talk with somebody, especially about
  opinions, ideas, feelings, or everyday matters
• the activity of talking to somebody informally
• an informal talk about something involving
  representatives from various interested groups
• 4. an interaction with a computer carried on in
  real time

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Role responsibilitydefined

• role or rôle n
• 1. an individual part in a play, movie, opera, or
  other performance played by an actor, singer, or
  other performer
• 2. the usual or expected function of somebody or
  something, or the part somebody or something
  plays in a particular action or event
• 3. the part played by somebody in a given social
  context, with any characteristic or expected
  pattern of behavior that it entails

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Understanding the work

• Get into the field
• Observe staff in action
• Have contact with clients
• Review projects with staff
• Knowledge of program policies and specification
• Be involved in your state network

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Developing key staff

• Emphasis on learning
• Meaningful evaluation
• Involve them in planning
• Provide them with the information they need to
  make decisions
• Give them the authority equal to the
  responsibility
• Utilize and further develop their strengths
• Support them in areas where they need improvement
• Get to know them, find out what gets them excited

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Key

• Your No.2 is your most important hire. Pick one
  who complements your management style, shows
  loyalty without being a yes-man, and has a talent
  for working with others.
• Shackleton

John Davies Building Performance Center, Director
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Create an enjoyable work environment

• Surround yourself with cheerful, optimistic
  people. They will reward you with the loyalty
  and camaraderie vital for success.
• Do your part to help create an upbeat environment
  at work. A positive and cheerful workplace is
  important to productivity.

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Personnel management

• Good hiring practices (hire based on values and
  then experience)
• Compensation
• Evaluation
• Professional development
• Mentoring
• Praise
• Creating the culture

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Good Read
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Shackletons Wayon hiring

• Be a creative, unconventional interviewer if you
  seek creative, unconventional people. Go deeper
  than job experience and expertise. Ask questions
  that reveal a candidates personality, values,
  and perspective on work and life.
• Hire those who share your vision. Someone who
  clashes with your personality or the corporate
  culture will hinder your work.

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Supporting staff

• To help your staff do top-notch work, give them
  the best equipment and training you can afford.
  Working with outdated, unreliable tools creates
  an unnecessary burden.
• Always keep the door open to your staff members,
  and be generous with information that affects
  them. Well-informed employees are more eager and
  better prepared to participate.
• Shackleton

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Implementationthe responsibility of program
leadership

• The single biggest barrier to program development
  or its success is the lack of effective
  implementation.

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Implement - defined

• to put something into effect or action
• 2. to provide or equip somebody with the tools or
  other means to do something (formal)

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Tracking progress at the program level

• Make roles and responsibilities clear to all team
  members.
• Provide staff with reports that make sense to
  them
• Meet with staff and review progress
• Dont depend on grant/fund accounting to run your
  business
• Take the time to analyze the data

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Emphasis on quality

• Make your standards clear
• Identify quality when you see it, praise it
• Perform in-progress inspections
• Involve staff in resolving quality issues
• Create feedback loops

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Solutions through systems thinking

• Document individual roles and responsibilities
• Consolidate contacts with clients (project
  coordinators and lead technicians)
• Develop a timeline for expected project closure
• Establish annual and monthly production goals,
  review monthly
• Meet monthly and review every open project as a
  group
• Track program expenses at the program level,
  real time accounting

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