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Leadership in program management

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Leadership in program management Solid leadership is the foundation to building an effective team and delivering an effective program bpc.oppco.org It s about you ... – PowerPoint PPT presentation

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Title: Leadership in program management


1
Leadership in program management
2
  • Solid leadership is the foundation to building an
    effective team and delivering an effective program

3
bpc.oppco.org
4
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?

5
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

6
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)

7
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.

8
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.

9
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

10
Leadership styles
  1. Autocratic leadership dictator
  2. Bureaucratic leadership by the book
  3. Charismatic leadership follow me
  4. Democratic leadership participative
  5. Laissez-faire leadership let it be
  6. People-oriented leadership relations-oriented
  7. Servant leadership supports everyone
  8. Task-oriented leadership get it done
  9. Transactional leadership carrot and stick
  10. Transformational leadership inspiring,
    communicative

11
  • http//www.mindtools.com/pages/article/newLDR_84.h
    tm

12
Finding your leadership style
  • Acknowledging your current primary leadership
    style and working on other styles will help you
    develop a situational leadership style.

13
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.

14
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

15
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.

16
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.

17
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

18
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

19
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

20
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

21
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
22
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.

23
Personnel management
  • Good hiring practices (hire based on values and
    then experience)
  • Compensation
  • Evaluation
  • Professional development
  • Mentoring
  • Praise
  • Creating the culture

24
Good Read
25
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.

26
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

27
Implementationthe responsibility of program
leadership
  • The single biggest barrier to program development
    or its success is the lack of effective
    implementation.

28
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)

29
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

30
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

31
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

32
Handouts Available
  • bpc.oppco.org
  • Click on
  • Tech Archives

33
bpc.oppco.org
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