LEADERSHIP CREDIBILITY

Above all else, people want to believe in their leaders, trusting their words, seeing a match between their words and behavior. According to Rob Goffee, London Business School professor and co-author of Why Should Anyone be led by You, it is unlikely that one will be able to inspire, arouse, execute or motivate people unless one is able to show people who you are, what you stand for, and what you can and cannot do. Pam Alexander, CEO of Alexander Ogilvy Public Relation Worldwide believes relationships are more important than ever. To build trust, she suggests investing constantly in ones relationships. “Don’t sweat ROI, help people whether or not they can return the favor.”

The ability to create trust collapses time in building relationships. The need to build relationships is overlooked at the individual leaders peril. It could be concluded that, if trust does not exist, then that leader really cannot be leading. To build trust it is necessary to fight a battle together, or at least, go through some difficult situation together. It is also necessary for an individual to open him or herself up about who they are – to share professional and personal success, and failure. Joseph Berardino, former CEO of Anderson Worldwide says, “I think leaders who do not make themselves vulnerable to their people, can’t effectively lead because people aren’t going to think you are real.”

Analyzing the Role of People on Project Teams

Project teams succeed or fail because of program management.
It has been the writers’ experience that role of the project management office (PMO) is extremely challenging, probably, more challenging than an organizational management. Project teams are formed quickly and players are brought in from the outside and from within an organization, largely thrown together in a short space of time with a directive to deliver solution. The unique nature of this ‘temporary’ organization requires out of the box management, in the very least, management who do not apply status quo management techniques. Project teams require a ‘skunk-works’ mentality – people passionately committed to creating something great and unexpected, largely risk-averse, and passionate about creating something new and possibly ground-breaking or revolutionary. Old-style, everyday management techniques will not work for doing something new… if things are still being done the old way.7 That said, the project team will find success elusive if a clear set of objectives, spelled out unambiguously by management does not exist. Individuals with leadership roles on project teams need to demonstrate enthusiasm and passion associated with the hallmarks of those who aspire for greatness, because the need to engage the organization or customers is one of the greatest challenges to gaining buy-in and creating the shared need and urgency around the project.