Casseo is an established Project Management Company with an excellent track record of delivering Business Change, Transformation and IT project initiatives across a range of sectors in both Ireland and the UK. Business Change & Transformation has always been a key business consideration for organisations, however the recent covid-19 pandemic drove a level of enforced change that saw most organisations adapt to change that would have previously been considered somewhat challenging. There is now an increased enthusiasm to leverage this momentum and continue on an accelerated change/transformation path to optimise organisations delivery capability and agility for the future. If you require support to design; plan or deliver your Business Change/Transformation or IT project initiatives; please contact us in confidence to discuss your particular needs.
Casseo firmly believe that Methodologies alone don’t successfully deliver projects – People do!
Below outlines what we consider to be the primary attributes for successful Project Managers on our delivery teams.
Inspires a Shared Vision
An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who lifts us up, gives us a reason for being and gives the vision and spirit to change. Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis, they offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation. (Bennis, 1997)
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
There is a great deal of value placed on openness and directness. The project leader is also the team’s link to the larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.
One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behaviour for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well-being of the team. Leadership based on integrity represents nothing less than a set of values others share, behaviour consistent with values and dedication to honesty with self and team members. In other words, the leader “walks the talk” and in the process earns trust.
Enthusiasm & Positive Attitude
Plain and simple, we don’t like leaders who are negative – they bring us down. We want leaders with enthusiasm, with a bounce in their step & a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us endless reasons why something can’t be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.
What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object’s special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970).
Simply put, to enlist in another’s cause, we must believe that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader’s technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers or end up doing all of the work themselves.
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don’t live in a perfect world – projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. (Bennis 1997)
A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand.
Problem Solving Skills
Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a fresh, creative response to here-and-now opportunities, and not much concern with how others have performed them.
~ Top Ten Qualities of a Project Manager – Timothy R. Barry
Please see our website at www.casseo.com and e-mail or call to speak with one of our Senior Partners in complete confidence and on a totally non-commit basis.