So. This project management thing. You’ve got your templates, you’ve got your processes, you’ve got your PMP. So it’s all good, right? Well, that depends…
Truly managing a project means taking on a broader role: it involves managing the expectations of stakeholders, maintaining the focus of our team and keeping our sponsors and steering committees aligned. These are not management or administrative responsibilities: they are leadership ones. If project managers truly want to be effective in their role, they are going to have to take on the mantle of leadership.
Of course, what leadership is remains an elusive topic. There are thousands of books and hundreds of thousands of articles on the subject. Leadership models range from facilitative ones to those where we take on a command-and-control approach. Which of these is leadership, though?
And what are we as project managers supposed to do when we realize that our tools and methodologies aren't enough, and we need to find a way to grow our leadership abilities?
In this presentation, Mark Mullaly explores the leadership challenges that project managers face, and provides concrete strategies and structures by which we can evaluate the leadership style we need to adopt to be effective.