CRITERIA OF A SUCCESSFUL PROJECT LEADER.ppt

CRITERIA OF A SUCCESSFUL PROJECT LEADER(How to get things done)Case Studies,Concepts and Debatable IdeasKenny OngCNI Holdings Berhad,Intro:CNI,20 years oldCore Business:MLMOthers:Contract Manufacturing,F&B Retail,Export/Trading,eCommerce,Shared ServicesMalaysia,Singapore,Brunei,Indonesia,India,China,Hong Kong,Philippines,Italy,Taiwan,Oman,United States,VietnamStaff force:500Distributors:200,000Products:Consumer Goods and Services,Introduction to Project Leadership,Biggest Mistakes and Skills Required,Mistakes made and why things dont get done,Too many things and unrelated to objectiveMistaking Activities as ResultsAct glory and glamour without achieving anything firstOverly ambitious due to inflated egoWrong person,wrong job,Not willing to take risksEasily give upNot resourceful enoughThinking“I am right”Thinking“Why it cant be done”vs.solutions for end-objectiveDoing the same thing over and over again and expecting different results,Skills Required,What is covered today,Four Criteria of Successful Project Leadership,Situational Leadership and Leadership StylesHow to get things doneDeath by MeetingsCharacter and Role Modeling,PROJECT LEADERSHIP,A.Situational Leadership and Leadership Styles,What is your Business Model?,USP,Market Discipline,Profit Model,GoogleAir AsiaTata Nano,Leaders vs.Business Model,They are the most innovativeConstantly renewing and creativeAlways on the leading edge,A great deal!Excellent/attractive priceMinimal acquisition cost and hassleLowest overall cost of ownershipA no-hassles firmConvenience and speedReliable product and service,Exactly what I needCustomized productsPersonalized communicationsTheyre very responsivePreferential service and flexibilityRecommends what I needIm very loyal to themHelps us to be a success,Product Leadership,OperationalExcellence,CustomerIntimacy,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Leaders vs.Business Model:Market Disciplines,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Leaders vs.Business Model:Market Disciplines,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Leaders vs.Business Model:Market Disciplines,www.myCNI.com.my,www.OOBEY.com,Operational ExcellenceCompetitive priceError free,reliableFast(on demand)SimpleResponsiveConsistent information for allTransactionalOnce and Done,Customer IntimacyManagement by FactEasy to do business withHave it your way(customization)Market segments of oneProactive,flexibleRelationship and consultative sellingCross selling,Product LeadershipNew,state of the art products or servicesRisk takersMeet volatile customer needsFast concept-to-counterNever satisfied-obsolete own and competitors productsLearning organization,Leaders vs.Business Model:Disciplines,Priorities,and KPIs,www.myCNI.com.my,www.OOBEY.com,The McPlaybook*,Make it easy to eat50%drive-thruMeals held in one hand,Make it easy to prepareHigh TurnoverTasks simple to learn&repeat,Make it quick“Fast Food”Tests new products for Cooking Times,Make what customers wantProwls market for new productsMonitored field tests,*Adapted from:Businessweek,Februrary 5th 2007,www.myCNI.com.my,www.OOBEY.com,Operational Excellence(low cost producer),Ref:The Discipline of Market Leaders,Michael Treacy 1995,Product Leadership(best product),Customer Intimacy(best total solution),Market Disciplines,Leadership Extremes,Have you experienced such a Boss?,MICRO,MACRO,IDIOT,HERO,Leaders vs.People Situations,Supportive,Directive,Low,High,High,S2,S1,S4,S3,Leaders vs.People Situations,Supportive,Directive,Low,High,High,S2,S1,S4,S3,S1:TELLINGSpecific DirectionsClose Supervision,Leaders vs.People Situations,Supportive,Directive,Low,High,High,S2,S1,S4,S3,S2:CONSULTINGExplain DecisionSolicit SuggestionDirect Tasks,Leaders vs.People Situations,Supportive,Directive,Low,High,High,S2,S1,S4,S3,S3:PARTICIPATINGCollaborative DecisionsSupport Tasks,Leaders vs.People Situations,Supportive,Directive,Low,High,High,S2,S1,S4,S3,S4:DELEGATINGTurns over Decisions&Responsibilities for Tasks,PROJECT LEADERSHIP,B.How to Get Things Done,Mindset,If I dont get it done,they will get someone else to do itOverall/Ultimate end-objectiveAccountabilityExpect enemiesPositive persistenceFailure acceptanceReady to Sacrifice,Partnerships win some else always wants what you have and vice versaThere are always people better than youLearn,before you need itThere will always be jerks in your way,Self,Understand and use Buy-inMomentumBack up Plan BBuild your network before you need itWork around obstaclesDig for resourcesFocused on Results,not activitiesControl and utilize Emotions,Know when to give up when its not worth itLose the battle,win the warSensitive communicationPartner your weaknessesTrust your gut instincts sometimes(thru experience)Perfect Time Management skills,through Others,Paint the pictureReward and PunishmentPraise&RecognitionFreedom MaturityModeling,Communication:Repetition and EmphasisUrgency(what if not done?)Prioritize,FocusLeading and Lagging Indicators-ResultsMotivation=Hope and Control,through Others,Hire/Fire(who you fire determines who you keep)80%certainty decisions,pass to the teamSet Guiding PrinciplesSet BoundariesLet mistakes happen to learn,Use 3rd PartyLittle Steps building blocksIndependent successesSponsor your weaknesses,Communication SF,LINA,Listen with interest and praisemake the person feel Importantuse their NameAsk questions,Influence SF,PASSE,Praise and encourageAsk questionsallow the person to Save Faceuse SMART goalsEncourage small improvements,Motivating Others,Hope,Control,Motivating Others,Passion,Job,Growth,Talent,Minimum Motivation Target:2 out of 4,Delegation,Teamwork SF,CORE WL,Communicationcommon ObjectivesRoleEnemyWeakest Link,Alignment:4-Wheels Model,Culture,Business Model,Strategic Planning,www.myCNI.com.my,www.OOBEY.com,Alignment:Framework,Focus pointAlignmentQualityInnovation&DifferentiationRisk takingPerformance ManagementCorporate obsessionDecision making,Culture,www.myCNI.com.my,www.OOBEY.com,Alignment:Framework,Org StructureJob DesignC&BPolicies&proceduresDecision makingJob fitManagement SystemsBSC and KPIsDecentralized&Empower,www.myCNI.com.my,www.OOBEY.com,Strategy:Framework,Role modelingVision/Mission/PhilosophyLeadership StyleDelegation&EmpowermentC&B,PromotionsSense of UrgencySpeak regularly about Performance,www.myCNI.com.my,www.OOBEY.com,Strategy:Framework,RecognitionRecruitmentTrainingProfit sharingValuesMotivationSelf EfficacyAwarenessUseful CompetenciesCareer aspirationsAttribution(control),www.myCNI.com.my,www.OOBEY.com,Strategy:Framework,EnablersTechnologyEquipmentMaterialsHumanIntellectual PropertyPartnersProperty,Funding CAPEXOPEX,www.myCNI.com.my,www.OOBEY.com,Alignment:4-Wheels Model,Culture,Business Model,Strategic Planning,www.myCNI.com.my,www.OOBEY.com,PROJECT LEADERSHIP,C.Death by Meetings,Error#1:Solving the wrong problem.,Error#2:Concentrate on problems rather than the Objective.,Error#3:Solving a 2-person problem in a 20-person committee.,Error#4:People wander off the topic.,“I vote for ice cream”“Wed need several sauces,maybe a make-your-own-sundae table.I could provide the nuts.”“Im allergic to chocolate.We need at least two flavors.”“I have a little ice cream maker.How much would it cost to make homemade ice cream for a hundred people?How about pistachio flavor?”“Are you sure we want ice cream in December?What about a special cake made in the shape of a heart?”“Everyones on a diet.Let us serve coffee and salad.”.,Managing Meetings,Why meet?Alternatives?Formal vs Informal MeetingsAgenda setting putting the pressureQuestion Big and Small itemsFocused vs.Wandering depending on type of meeting&objectivesPowerful Secretary(especially if Project),Reading faces and emotionsWho should Chair?Pre reading materials and preparationReporting(read before meeting,report highlights,question small stuff,whats next?Support?Report Back?),PROJECT LEADERSHIP,D.Character and Role Modeling,“The Good things that the leader does in excess,the followers will do in moderation.The Bad things that the leader does in moderation,the followers will do in excess.”,John C.Maxwell,Law of Excess and Moderation,Personal Notes on Leadership,Create moodLet staff shineMomentumKindness,MannersRole ModelingPaint PictureStaff success,Let others talkHold your opinionRead emotionsFun,Freedom,ExpressionConfidence,CoolEach their own lives,“As for the best leaders,the people do not notice their existence.when the best leaders work is done the people say,We did it ourselves!”,Lao-tse,Final words,Greatest Leadership Lesson,Law of the Ping-Pong Ball,a.k.a.Law of Cause and Effect,Thank You.,soft copy of slides:http:/,