Leadership - Direction and vision
Direction and vision
Creation
Leaders embrace the future and create the vision of where they want to be.
Others merely follow the lead and implement plans to achieve a goal.
In this sense, many can ‘steer’ the ship but few can decide where it is going and how to get there.
The generation of goals and deciding how you will fulfil them is the classic focus of project, risk and time management techniques.
Visualisation
It is not enough to have an ‘idea’ of where you wish to be in the future.
A true leader can completely visualise this dream.
Visualisation not only includes the physical side, for example, a new office block or a successful team with trophies on the shelf, he can also communicate the benefits to all involved. This is extremely important in terms of gaining acceptance of this view of the future.
Preparation
A leader may be very brave and extremely enthusiastic but alone these are not enough to succeed without leadership skills to complete the goal.
He must be prepared for all eventualities in trying to reach the goal.
He will only be able to do that with a plan of action.
He must possess the necessary project management skills [see Complete Project Management plus PRINCE2] to produce a plan, assess the risks involved and be aware of good time management techniques to maximise the full potential of all involved.
Only in this way can he minimise the risk of failure.
Simple techniques like APIMA (assess, plan, implement, monitor and act) can help.
Control
The leader will believe that it is better to be ‘in control’ than ‘be controlled’.
He will drive the use of suitable planning techniques to achieve the goal.
In this sense he will often demonstrate a great ability to foresee potential issues and risks.
Risk
A potential event that may have a detrimental affect on time, cost, quality and deliverables.
Issue
This is an unpredicted event that requires a decision otherwise a negative effect on the project may result.
A good leader will recognise, rather than avoid, these problems and formulate proactive (rather than reactive) plans (or contingencies) to keep the project on track. He will have to deal with assumptions and constraints.
Assumptions
These are what the Project Manager expects to be present or available to carry out the project.
If they are not then the project could suffer e.g. late completion date etc.
Constraints
These are what may have a detrimental affect on successful completion of the project.
They are often not under the control of the Project Manager and tend to be imposed.
For example, the personnel department may have an embargo on recruitment. Whilst the project plan will have been prepared with this in mind, it may prove in the long run to be the very thing which delays the project end date. Budget limits are another.
Failure at any stage in the project should be seen as a learning experience and recorded along with solutions and implications etc.
Personality traits
Leaders are proactive. They constantly considering what issues may prevent a goal from being achieved.
Before they agree and implement any aspect of a plan they will thoroughly assess the implications.
Great leaders really believe in their vision and that it will succeed. They can communicate this enthusiasm.
Without this self confidence in success people will not follow.
The leader must ‘lead by example’.
If this is lacking influence is drastically reduced and failure is just around the corner.