After twenty years plus of professional experience I m writing this paper partly from a reflective prospective and also as a part of my continuous improvement effort. Currently manage the Project Controls group, which is part of the Project Management organization. The group consists of four professionals that have various levels of experience and compliance levels. The department organization chart is below: The core purpose of my team is to deliver competitive and predictable projects that meet organizational objectives by assuring transparent, credible, and actionable project estimate, schedule, and cost information.
Additionally, he objective is to create long term value by applying project controls oversight, leadership, and partnerships in executing the right projects at the right time and the right cost. I have a short term and long term goals for my Leadership Development Plan. This paper will mainly focus on the short-term plan which is to continue to develop the skills that will enable me to effectively create and manage a highly effective team of technical professionals with various levels of experience and compliance. While at the same time ensuring that the individual goals are consistent with the vision I have developed for the department.
In addition, make sure that I set a process in place to periodically check to ensure the vision is in line with the vision and goals of my leadership. My current role did not exist prior to November 201 1 and was part of a reorganization effort that created the Technical Services group. The purpose of the organization was to ensure the company is better able to manage capital projects effective, which means scope them correctly, manage them correctly, and finish this on time and within budget. The company has now put a greater emphasis on project management and more importantly project controls.
In April 2014, when I was hire as the Project Controls Manager, the department only included one very experience employee with some challenging work practices. The department did not have a clear vision, purpose or specific goals. As part of my 30 day plan, developed a department gap analysis for purpose of getting alignment from all the stakeholders and setting the appropriate priorities. Below is a sample off larger document that I created as a way to document the currently state before I begin any serious initiatives.
This is not consistent with the project work process and creates additional work for the accounting organizations and project controls. Also we lose visibility of the details of the project transactions when they are journal entries. LITERATURE REVIEW: Consider “From the Management to the Leadership Theory Paradigm” from our Text. Movement from management to leadership requires a change in focus from “stability, control, competition, work, and uniformity” to “change, empowerment, collaboration, people and diversity” (Lousier, 2004).
In order to create sustainable, repeatable results we can consider leaders who assess the “right” mix of characteristics (Trait Theories), are capable of Integer’s 10 managerial roles (management IS a part of leadership – Process Theories), exhibit the right actions (Behavioral theories) at the right time (Contingency Theories). Contemporary Articles build on these foundations. “Research indicates that leaders with the best results do not rely on only one leadership style; They use most of them in a given week – seamlessly and in different measure – depending on the business situation” (Coleman, 2000).
The key seems to be notes skills, but the ability to think legibly and react effectively to ever present change. Shifting the balance to more long-term focus is a significant challenge. Transformational leadership and effective change management becomes critical because Results lie in reaching new goals or implementing new practices. Considering strategic dervish in the midst of change, most executives would probably agree that execution is most Critical to success; without it, the most brilliant plan or strategy will founder. (MR., 2005).
In A survey of 276 companies across 8 industries, 45% stated that improvement initiatives had Performed below Lana; 43% said that the initiatives failed to achieve objectives, and fewer than 1/3 indicated that initiatives had performed above plan. “Considerable slippage occurs between What are often quite good plans for improvement and their actual execution? ” (Jeffery, 2005). This often happens when vision is not clearly articulated and/or members are not personally Invested in the transformation. Resistance to change is manifested in many ways.
Often when new processes or Initiatives are introduced, managers say that it makes no sense, or they “don’t have time. ” If Managers can relay the vision effectively; employees view he process very negatively. “Behavioral Displacement” occurs when managers pursue short term objectives (like monthly quotas) rather than larger goals (Deal, 2002). With an industry shift toward more complex Selling present, there is much long term impact when teams look for the quick sale rather than taking a more comprehensive approach to solutions. Gamesmanship” OCCUrs when managers take action to improve their performance indicators without producing any positive economic effects (Tideway, 2002). One example of this is a field reaction to corporate “pipeline metrics” Or paperwork requirements. The manipulation of pipeline data (entering opportunities that are Not real) to conform to minimum standards skews the ability of the company to truly gauge its Position. The bottom line effect of all these types of resistance is negative attitudes – job tension, conflict, frustration and resistance result when an employee feels overly controlled (Deal, 2002).
Classical Change theories (force-field and 8 step models) would indicate that a critical first step “Unfreezing – Establishing a sense of urgency” would set the foundation. Communication and vision are critical during the change step as here we must involve and Empower embers, set up successes, continually reinforce the benefits and vision for the Change. Effective change management and transformational leadership are crucial to long term success in more ways than one. Successful execution of the strategy has far reaching effects right from the beginning. A poorly implemented approach may be much worse than having none at all.
It undermines the credibility of management and wastes valuable time and resources. (Abaca’, 1999). The University of California Berkeley published these “Steps to Building an Effective Team”, which I find to be very useful in he current role as am working to building a new highly effective team. The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions. 1) Consider each employee’s ideas as valuable.
Remember that there is no such thing as stupid idea. 2) Be aware of employees’ unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings. ) Act as a harmonize influence. Look for chances to mediate and resolve minor disputes; point continually toward the team’s higher goals. 4) Be clear when communicating. Be careful to clarify directives. 5) Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them.
As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships. ) Encourage team members to share information. Emphasize the importance of each team member’s contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal. 7) Delegate problem-solving tasks to the team. Let the team work on creative solutions together. 8) Facilitate communication.
Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by owing everything you can to avoid confusion in your own communication. 9) Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead.
Address teamwork in performance standards. Discuss with your team: o What do we really care about in performing our job? 10) o Define what does the word success means VISION, MISSION, OBJECTIVES AND ACTION PLAN One of the first actions in building an effective team is for the leader to evolve and clear vision for the organization. As the textbook talks to, this a great way to communication to everyone what the core purchase of the department is and is the basis of a more detail action plans and priorities.
My organization vision statement is as follows: “Deliver competitive and predictable projects that meet organizational objectives by assuring transparent, credible, and actionable project estimate, schedule, and cost information. We will create long term value by applying project controls oversight, leadership, and partnerships in executing the right projects at the right time and the right cost. Based on the above vision statement I developed a more detail action plan which is below.
Based on this vision I have developed a more detail list of priorities for department, which are listed below: The skills needed to achieve the organizational goal I have be challenged with by my management team and myself are as follow: 1) Building Personal Credibility and Influencing Others: In my person professional experiences I have found that the most effective way create a highly motivated and satisfied teams within any organization is simply a matter of taking time get to know each member Of the team in order o gain a understanding of what their individual motivation factors.
In addition, totally agree with the text book that motivation, satisfaction, and performance are related and are primary characteristics of an effective organization. Would think almost everyone can provide examples that validate the fact that a lot of performance problems can be attributed to unclear expectations, skill deficits, resource and equipment shortages, or a lack of motivation. This has been a key part of my personal leadership plan, which is to make sure that I make sure all my team has the tools, training and support necessary to be successful.
I also make every effort to communicate as clearly as possible what the overall team strategy is and what part each of my team members play in achieving that strategy. The specific actions I have committed in my leadership development plan are as follows: Communication often the organization strategy Schedule individual meeting with each follower to ensure that each of us have opportunity to understand how they are progressing with their roles, responsibility and goals (short term and long term).
Spend quality time with each of the followers (individually and as a group) so that I continue to understand what their core motivation factors are. This is a continuous process because motivation factors may change over time. Communication individually to my leadership what my organization strategy execution plan is to ensure they it in align with the overall strategy Finally, provide open and honest feedback as a way to prevent any possible conflict. Follow-up in a timely manner to ensure that you maintain the highest level of credibility. ) Skills for Developing Others In today environment leaders need to be aware of how various aspects of tasks can affect both their own and their followers’ behaviors, and how they might change these factors to improve followers’ satisfaction and reference. In addition, an increasingly important variable at the environmental level is societal culture, which involves learned behaviors that guide the distinctive mannerisms, ways of thinking, and values within particular societies. Each of the contingency theories implicitly assumes that leaders can accurately assess key follower and situational factors.
It is also possible that two leaders in the same situation may reach different conclusions about followers’ levels of knowledge and skills. One of the key functions of good leaders is building a highly effective and diverse team. The ay this will occur is that the leader had the ability to development an effective organizational structure, which includes accurate assessment of the team member’s knowledge and skills… The assessment will help [the leaders put the correct people is the appropriate roles.
The specific actions have committed in my leadership development plan are as follows: Take time to understand every situation Take time to understand the impacts of every situation Work on the skills so that make an accurate assessment of the knowledge and skills of everyone I am working with and for. Complete continuous education classes to continue to improvement my own skill set. Make proactive and timely changes because they to impact any negative impact to the team chemistry and dynamics. Communication the results of my assessment to the impacted people in a timely manner.
My timeline for my personal development plan is as follows: ACTION DATE Develop Vision Statement May 2014 Start regular one on one meetings with each team member June 2014 Start regular one on one meetings with my leadership Establish specific dates to review progress of my leadership development plan and my specific objective June 2014 Get 360 degree feedback from leadership and stakeholders March 2015 Progress session with team June 2015 SUMMARY AND CONCLUSION The items that I have spoken to in this paper are things that have addressed and will continue to address in the future.
I know that the key to building a highly effective and motivated team starts with selection of the right individuals and the development of highly communication skills. One must ensure that we communicate openly and honestly so to understand the motivational factors of our followers and leaders. Also know that need to make every effort to communicate my organizational strategy to all my lowers and also make very sure communicate continuously so that I always have a clear understand of the motivation factors of my followers and leaders.
Finally, have to make sure to follow-up in a timely manner, complete the things I commit and ensure that as a leader I will maintain the highest level of credibility. Effective leadership can have positive or negative impacts on my performance and the performance of my followers. In addition, I will be able to gain a better understanding of the importance of making accurate and timely assessment of the knowledge and skills of my followers, leaders ND colleagues.