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Building Leadership Skills: Developing and Leading Projects

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It provides a wide variety of training to California libraries. ... micromanagement, project 'choke' Leadership: Lone eagle. loose cannon, elitism. Typical Tasks ... – PowerPoint PPT presentation

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Title: Building Leadership Skills: Developing and Leading Projects


1
Building Leadership Skills Developing and
Leading Projects
  • Instructor
  • Pat Wagner
  • pat_at_pattern.com
  • An Infopeople Workshop
  • December 2006

2
This Workshop Is Brought to You By the Infopeople
Project
  • Infopeople is a federally-funded grant
    project supported by the California State
    Library. It provides a wide variety of training
    to California libraries. Infopeople workshops are
    offered around the state and are open
    registration on a first-come, first-served basis.
  • For a complete list of workshops, and for
    other information about the project, go to the
    Infopeople website at infopeople.org.

3
Introductions
  • Name
  • Library
  • Position
  • Your purpose in coming to this class on
    leadership and project management

4
Workshop Overview
  • Introduction to project leadership
  • The organization map
  • The project planning model
  • Benchmarks for success
  • Why projects fail

5
Leading Projects
6
Workshop Success
  • Evolve your skills
  • Apply the reasonable test
  • Use issues that are real for you today
  • Find a buddy at work

7
Questions for the Group
  • What constitutes a project?
  • What constitutes project success?

8
What is a Project?
  • Personal time management
  • Short term projects
  • Ongoing projects
  • Special projects

9
What is Project Success?
  • The better future
  • for the individual library user (relevance)
  • for the community or institution
  • for the library employee
  • for the profession

10
Project Benchmarks
  • Achieve strategic goals
  • Everyone is treated well
  • Parameters are observed
  • time
  • resources
  • quality

11
Exercise 1
  • What Contributes to Project
  • Leadership Success?

12
The Organizational Map
  • Three points of view roles
  • Based on time and scope
  • Each role is equally important
  • We play all three roles

13
Organizational Roles
  • Task React
  • immediate response
  • Management Pause
  • coordinate, communicate
  • Leadership Anticipate
  • risk, influence, and the future

14
Blind Spots
  • Task Short time horizon
  • autonomy bug, project creep
  • Management Bureaucratic freeze
  • micromanagement, project choke
  • Leadership Lone eagle
  • loose cannon, elitism

15
Typical Tasks
  • Professional and technical
  • Reference, cataloging
  • Tech services, circulation
  • Library user interaction
  • Hands on, immediate

16
Typical Management
  • Earn trust and respect
  • Resource allocation
  • Coordination
  • Oversight and supervision
  • Bigger picture

17
Typical Leadership
  • Mission and vision
  • The compelling future
  • Two years out
  • Politics
  • Biggest picture

18
How Do You Spend Time?
  • Using the letters T, M and L,
  • please rate the items from the list
  • you wrote earlier.

19
Question for the Group
  • What distracts us from our leadership role
    when we are managing projects?

20
Question for the Group
  • Why is the leadership role difficult?

21
Exercise 2
  • Leadership Approaches

22
What is Governance?
  • Who makes decisions?
  • What decisions does that person or group make?
  • How do they make decisions?

23
Project Governance
  • Seek input from everyone.
  • Document and communicate decisions.
  • Execute the plan.
  • Take responsibility and hold ourselves
    accountable.
  • Give and take feedback.

24
Exercise 3
  • How Well Does Your Library Support
  • Good Project Governance?

25
Planning to Plan
  • What are the job descriptions?
  • What are the checkpoints?
  • How much time do we need?
  • How do we coordinate with others?
  • How do we manage conflicts?

26
Exercise 4
  • How Do We Plan for Project Success?

27
Benchmarks for Success
  • Descriptive Benchmarks
  • what we see, hear, do
  • Measurable Benchmarks
  • what we can count and measure
  • Strategic Benchmarks
  • how we impact goals, mission, vision

28
Descriptive Benchmarks
  • Sensory-specific detail
  • Physical evidence
  • What we can see
  • What we can hear
  • What we and others do

29
Measurable Benchmarks
  • Time deadlines, length of time
  • Size measure, change (big, small)
  • Location specific place
  • Number count, change (more, less)

30
Strategic Benchmarks
  • The hardest to achieve
  • Can take years to identify
  • Tied to the strategic plan
  • Significant change or impact
  • Bottom line the library user

31
Exercise 5
  • How Do We Use Benchmarks to
  • Create Criteria for Project Success?

32
The Project Triangle
  • Do you want it good?
  • Do you want it cheap?
  • Do you want it fast?

33
Question for the Group
  • What are examples of things you
  • prefer good, cheap, or fast?

34
Three Bottom Lines
  • Avoid one-bottom-line thinking
  • perfectionism
  • false economy
  • false productivity

35
Project Priorities
  • Everyone needs to know
  • Agreed-upon for every project
  • Priorities support consistent choices

36
Project Ratios
  • Everything cant be a 10
  • Shorthand for discussing ratios
  • Creates project expectations

37
Project Expectations
  • What are the goals, sorted by priority?
  • What are the parameters?
  • Quality, time, resources, legal
  • Civility how we treat each other

38
Exercise 6
  • How Can We Use the Project Triangle
  • to Communicate Expectations?

39
Exercise 7
  • What is Your Project Readiness Score?

40
Exercise 8
  • How Can You Prevent Project
  • Failure?

41
Your First Step
  • What will you do to apply leadership
  • skills to your next project?

42
The Early Bird…
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