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1
From Project Manager to
Organisational Transformation Leader:
Do You Have What Is Needed?
Presented by Michel Lavoie PMP
Agenda
Introduction
Context
Tomorrow’s leadership
The Integral Competencies of Leadership Framework
The steps in the journ...
Introduction
We are all leaders now, and we all need to be. All of
us are on that personal journey and always will be
whet...
Context
Unprecedented change in the demands of leadership
over the last 10-15 years.
Created by social and technological c...
Tomorrow’s leadership
HOW to become an excellent leader = Is asking yourself ‘What
do I need to do differently myself to b...
The Integral Competencies of Leadership Framework
6
1
2
3
4
5
6
7
8
The Integral Competencies Framework
The sooner, the younger, the less experienced, then the
easier it will be to make the ...
The steps in the journey towards becoming a
‘Transpersonal Leader’
8
Advanced: The Transformational
Leader
Intermediate: T...
The start: ‘Rational Ego-based As-usual Leadership’
The ‘Rational’ these individuals can think logically and
work things o...
The start: ‘Rational Ego-based As-usual Leadership’
There is nothing wrong with it. But to move to excellent leadership th...
The intermediate stage: ‘Robust Emotionally Aware Leadership’
The ‘Robust’ refers to an individual having reached a level ...
The intermediate stage: ‘Robust Emotionally Aware Leadership’
Leaders need to be able to respond to the fact that today we...
The goal: ‘Radical Ethically Authentic Leadership’
Radical because we need a new kind of leadership –And it
infers courage...
The goal: ‘Radical Ethically Authentic Leadership’
The‘Transpersonal Leader’ thinks beyond his ego.
It means working for t...
Values self-assessment
Although there is no substitute for a complete 360°
assessment, a self-assessment taster can be use...
16
Self-assessment areas:
Personal Conscience:
who I am – uncovered
Self-determination:
this is all about movement
and dir...
17
Instructions
Against each statement score yourself from 1 to 5 according the
listing below as to how often you perform/...
X = Values – Personal
conscience
• A = Trustworthiness
• B = Truth and honesty
• C = Integrity
• D = Humility
18
Y = Value...
19
Values self-assessment
Personal conscience
(Maximum score = 95)
76 or above: highly developed
personal conscience
57–76...
Values self-assessment
Most leaders will have a higher rating, in self-determination
than in personal conscience.
Finally,...
Values self-assessment
Knights’s recent research had shown that ‘empathy’
is the behaviour most in need of development (62...
Learning through real workplace projects
Consider workplace projects as a high-value, high-
impact learning strategy for l...
Learning through real workplace projects
What follows is a checklist of questions to use with /by
people undertaking learn...
Learning through real workplace projects
Project learning questions
Scope
What is the project about?
What is the problem I...
Learning through real workplace projects
Project learning questions
In action
How is it going?
Who would agree with my con...
Learning through real workplace projects
Approaching a workplace project is not just about the tools
and techniques that w...
Conclusions
It is a life time journey.
The younger you start the better it is.
There is always room for improvement, at al...
References
The Invisible Elephant & The Pyramid Treasure;
Published by John Knights with contributors, 2012.
Leadership As...
Thank you for attending.
I will be available for further discussions and
answering specific questions with my partners and...
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RDV carrière : From Project Manager to Organisational Transformation Leader: Do You Have What Is Needed?

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With the retirement of 'baby boomers', organizations have growing succession needs at senior leadership positions. Organizations are looking for candidates that have the ability to progressively assume greater responsibilities, in a turbulent environment. Project managers have faced more than others this phenomenon of turbulence. They naturally developed certain skills to be potential candidates, but did they develop the ones required to be considered as a high potential candidate?

At this conference you will have the opportunity to:
Learn which skills are required to progress from project manager to project leader;
Learn which skills are required to progress from project leader to transformational leader;
Assess your strengths and development needs;
Identify concrete ways to develop these skills.

This conference will offer an overview of the literature and a self-assessment exercise as well as tools that will enable participants to develop their skills.

Biography : Michel Lavoie, PMP
Michel is an enterprising and resourceful manager with significant expertise in cultural, organizational and IT transformation. He has demonstrated skills in management consulting, change management, and enterprise’s resources planning. His privileged areas of interventions cover accompaniment in business issues analysis, stakeholder’s alignment, business positioning and transformation process management.
Whether as a strategic consultant, project or program manager or human resources professional, he realized diverse mandates like start-up, reorganization, feasibility studies and implementation of new processes and technologies in major organizations. He currently works with the TransformAgilité Group.

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RDV carrière : From Project Manager to Organisational Transformation Leader: Do You Have What Is Needed?

  1. 1. 1 From Project Manager to Organisational Transformation Leader: Do You Have What Is Needed? Presented by Michel Lavoie PMP
  2. 2. Agenda Introduction Context Tomorrow’s leadership The Integral Competencies of Leadership Framework The steps in the journey towards becoming a ‘Transpersonal Leader’ Values self-assessment Learning through real workplace projects Conclusion References Questions and answers 2
  3. 3. Introduction We are all leaders now, and we all need to be. All of us are on that personal journey and always will be whether we are aware of it or not. 3
  4. 4. Context Unprecedented change in the demands of leadership over the last 10-15 years. Created by social and technological change, by globalisation and by the growing concern for the future of our planet. The Age of Sustainability has begun 4
  5. 5. Tomorrow’s leadership HOW to become an excellent leader = Is asking yourself ‘What do I need to do differently myself to become a better leader?’ Putting this learning into practice – is the rest of your life. What was a ‘nice to have’ approach 10 or 15 years ago is now a must have if you are committed to developing long-term value to shareholders and other stakeholders. 5
  6. 6. The Integral Competencies of Leadership Framework 6 1 2 3 4 5 6 7 8
  7. 7. The Integral Competencies Framework The sooner, the younger, the less experienced, then the easier it will be to make the changes in how you operate. The first step is to become a leader of oneself – something everyone on the planet could benefit from. 7
  8. 8. The steps in the journey towards becoming a ‘Transpersonal Leader’ 8 Advanced: The Transformational Leader Intermediate: The Project Leader Launch: The Project Manager
  9. 9. The start: ‘Rational Ego-based As-usual Leadership’ The ‘Rational’ these individuals can think logically and work things out on a rational basis. ‘Ego-based’ is where most leaders are at. They seek power, reward, prestige or recognition, or any combination. ‘As-usual’ refers to what can normally be expected from leaders who have not been trained in behavioural skills 9
  10. 10. The start: ‘Rational Ego-based As-usual Leadership’ There is nothing wrong with it. But to move to excellent leadership these personal needs must be in harmony with the organisation. Every individual have varying levels of intuitive thinking and emotional awareness but most often they will not be fully aware of their capabilities and therefore will not be managing these attributes to maximise levels of self-management, relationships and performance. Most of us react ‘As-usual’ when we are stressed at which time our emotions are better placed to hijack our brains. Unfortunately, many leaders react ‘As-usual’ all the time. 10
  11. 11. The intermediate stage: ‘Robust Emotionally Aware Leadership’ The ‘Robust’ refers to an individual having reached a level of inner self confidence where they are not afraid to say what they think, willing to take risks and ensure messages are communicated unambiguously. ‘The Emotionally Aware’ The leader also needs to be conscious of and sensitive to people’s feelings and in particular how their behaviour affects the mindset and performance of others. Combining the two elements develops a leader that people will want to follow. 11
  12. 12. The intermediate stage: ‘Robust Emotionally Aware Leadership’ Leaders need to be able to respond to the fact that today we can hold less than 10% of the information we need in our brains, compared to 75% only 20 years ago. This means that the old mantra that ‘knowledge is power’ is no longer valid so the genetic default just does not work. We need to understand about leadership is how it differs from ‘management’. Management produces key results –leadership produces change and transformation. ‘Self-awareness’ is the first rung on the ladder to leadership excellence. 12
  13. 13. The goal: ‘Radical Ethically Authentic Leadership’ Radical because we need a new kind of leadership –And it infers courage and fearlessness. Ethically means not only integrity but a social conscience and a willingness to follow the rules (or get them changed if that is what is needed). Authentic because a leader must act as they truly are – they must be honest with themselves and others. ‘Authentic’ also implies that the leader is the same person (though may behave appropriately different) in all circumstances. 13
  14. 14. The goal: ‘Radical Ethically Authentic Leadership’ The‘Transpersonal Leader’ thinks beyond his ego. It means working for the greater good. Leader needs to be emotionally intelligent in order to have sufficient inner self confidence, awareness and empathy to be open to and have the determination to respond to the demands of developing into a ‘Transpersonal Leader’. 14
  15. 15. Values self-assessment Although there is no substitute for a complete 360° assessment, a self-assessment taster can be used. This is a self-assessment tool that is used as one of the learning exercises to create greater self- awareness in the journey to the advanced level of transpersonal leadership development. 15
  16. 16. 16 Self-assessment areas: Personal Conscience: who I am – uncovered Self-determination: this is all about movement and direction. How do I release myself to get to where I want to be?
  17. 17. 17 Instructions Against each statement score yourself from 1 to 5 according the listing below as to how often you perform/achieve the behaviours described in the questionnaire: 1Never or almost never 2Occasionally 3Quite often 4Usually 5 Always To get the full value from this exercise try to be honest and objective. The completed forms will be retained by you, and you only share the information you wish to. Complete the sub-totals and totals for each section as marked.
  18. 18. X = Values – Personal conscience • A = Trustworthiness • B = Truth and honesty • C = Integrity • D = Humility 18 Y = Values – Self- determination • E = Motivation • F = Drive (intense will) • G = Courage
  19. 19. 19 Values self-assessment Personal conscience (Maximum score = 95) 76 or above: highly developed personal conscience 57–76: good level of personal conscience, some work needed 38–57: some improvement needed less than 38: significant improvement needed. Self-determination (Maximum score = 60) 48 or above: highly developed level of self-determination 36–48: good level of self- determination - some work needed 24–36: some improvement needed less than 24: significant improvement needed.
  20. 20. Values self-assessment Most leaders will have a higher rating, in self-determination than in personal conscience. Finally, take a look at the granular behaviours where you scored lowest compared to your other scores. Choose one, two or three granular behaviours to work on to improve your transpersonal leadership. These behaviours are sufficiently granular that techniques can be learned to put them right. 20
  21. 21. Values self-assessment Knights’s recent research had shown that ‘empathy’ is the behaviour most in need of development (62 per cent of executives had this within their top five development needs). Developing others and Conflict management where also among the list. 21
  22. 22. Learning through real workplace projects Consider workplace projects as a high-value, high- impact learning strategy for learning purposes, as a serious addition or even alternative to structured training interventions. Workplace projects live in the tensions of real emotions and politics – this is a valuable benefit to direct what is realistic in practice, but it is also something to be ideally managed by a skilled facilitator. 22
  23. 23. Learning through real workplace projects What follows is a checklist of questions to use with /by people undertaking learning projects The checklist is not exhaustive and you could develop your own version It is relatively simple and is useful to encourage a continuous flow of reflections and encourage the idea that we can always do things differently and better. 23
  24. 24. Learning through real workplace projects Project learning questions Scope What is the project about? What is the problem I am/we are aiming to solve? What is the solution I am/we are putting in place? What do I need to find out about? What facts do I need? What resources do I need? What are the priorities from the leadership assessment feedback? Approach What needs to be done? What are the alternative ways to do it? How can it be done? How will I decide how to choose the best approach? What criteria will I use? Which way is best according to my criteria? 24 Project learning questions Action plan Which way have I chosen? Who do I need to tell? Who needs to be involved? What are the tasks that need to be done? How will the tasks be done? By whom? When? Pre-action learning check What has been learnt so far? What else was interesting? How could this impact my approach?
  25. 25. Learning through real workplace projects Project learning questions In action How is it going? Who would agree with my conclusion? Who would dispute my conclusions? What evidence do I have? Am I on schedule? Is quality being achieved? Who would agree with my conclusion? Who would dispute my conclusions? Do I need to revisit the plan? Who do I need to tell? 25 Project learning questions Post-action learning check What have I learnt so far about what works? What have I learnt so far about what could be done differently? What else have I learnt so far? What else was interesting? What might I do that is slightly different, to get a different result? What might I do that is radically different, to get a different result? How could this impact my next approach?
  26. 26. Learning through real workplace projects Approaching a workplace project is not just about the tools and techniques that will be applied during a project – it is also about how reflection will happen, which is a crucial strategy for experiential learning in projects. Planning for the barriers to implementation can affect the overall approach to the project. Conflict handling and management responses/behaviours may also be useful even if they are not intentionally a key part of the learning in the project. 26
  27. 27. Conclusions It is a life time journey. The younger you start the better it is. There is always room for improvement, at all ages. Even if it is showed as steps, it is iterative. It is useful at all levels in organisations. You must adapt you leadership style to each context. Talk about it : • How it is important to deliver value in your projects /organisations; • Ask for support from RH in your organisations / clients; • Share your concerns with co workers and executives. We are all leaders now, and we all need to be. All of us are on that personal journey and always will be whether we are aware of it or not. I hope that this material had inspired you as much as it inspired me. 27
  28. 28. References The Invisible Elephant & The Pyramid Treasure; Published by John Knights with contributors, 2012. Leadership Assessment for Talent Development; Edited by Tony Wall and John Knights, 2013. 28
  29. 29. Thank you for attending. I will be available for further discussions and answering specific questions with my partners and friends Claude and Charlotte. 29

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