Leadership: is it easy to identify good leaders? Newcastle, 15th October 2015
Posted by APM on 23rd Oct 2015
Russel Jamieson from the People SIG and Colin Tweddle from HMRC led an evening on Leadership: is it easy to identify leaders? to a joint meeting with North East branch and members of the HMRC PPM community in Newcastle.
The interactive evening looked at the APM BoK 6th edition definition of Leadership along with section BC03 - Leadership from the APM Competence Framework to provide the basis for our time together.
Looking at the various challenges that lie in front of leaders which include diverse stakeholders, human nature, transient teams and diverse/conflicting Political and political agendas the evening moved on at pace.
Those present agreed that maintaining the vision, thinking outside the box and achieving business benefits were amongst the important features of a good leader.
In trying to identify what a good P3M leader might look like all present were challenged to physically demonstrate their feelings as they were asked to choose between paired characteristics by:
- Strongly Agreeing
- Leaning Towards
- Sitting on the Fence
Examples were Optimist v Realist, Humble v Proud, Charismatic v Transformational and Visionary v Discerning. This exercise drew much chuckling and laughter as initial inhibitions about making a decision were quickly overcome.
Utilising the output of everyone's involvement we fed the results into the 'super-computer which (didn't really) assessed and drew a diagram of what a good leader looks like. It was uncannily close to one person present!
We discussed teams v individual leadership with the various mindsets and approaches before an academia interlude as we briefly looked at Hill & Grunner (1973) and Tuckman (1965 & 1977). This assisted us as we looked at how to build and then keep the team we had assembled.
Although only a 'taster session of a longer half or full day session on the topic we still managed to look at the five domains of emotional intelligence as defined by Daniel Goleman, namely:
- Knowing your emotions,
- Managing your own emotions,
- Motivating yourself,
- Recognising and understanding other people's emotions,
- Managing relationships,
before looking at Personal Resilience as defined by the American Psychological Association. Homework was set here for people to reflect personally on a series of questions (in slide deck).
If you are interested in possibly getting involved with the People SIG please drop us a mail at email@example.com and we will set up a call or meet to discuss options with you.
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Agile refuses to analyse requirements beforehand – and thus declines to provide an initial certainty. This will probably always scare any stakeholder trying to understand whether or not they can show results to the board with the budget that they are granted.
You have a choice. You can either muddle on, stand firm and fix it – or look elsewhere.