Criteria of a Successful Project Leader

CRITERIA OF A SUCCESSFUL
PROJECT LEADER
(How to get things done…)
Case Studies, Concepts and Debatable Ideas

Kenny Ong
CNI Holdings Berhad

www.myCNI.com.my www.OOBEY.com

Intro: CNI

1. 20 years old
2. Core Business: MLM
3. Others: Contract Manufacturing, F&B Retail,
Export/Trading, eCommerce, Shared Services
4. Malaysia, Singapore, Brunei, Indonesia, India,
China, Hong Kong, Philippines, Italy, Taiwan,
Oman, United States, Vietnam
5. Staff force: ± 500
6. Distributors: 200,000
7. Products: Consumer Goods and Services


Introduction to Project
Leadership
Biggest Mistakes and Skills Required


Mistakes made and why
things don’t get done
1. Too many things and 1. Not willing to take risks
unrelated to objective 2. Easily give up
2. Mistaking Activities as 3. Not resourceful enough
Results 4. Thinking “I am right”
3. Act glory and glamour 5. Thinking “Why it can’t be
without achieving done” vs. solutions for
anything first end-objective
4. Overly ambitious due to 6. Doing the same thing
inflated ego over and over again and
5. Wrong person, wrong expecting different results
job


Skills Required

Team
Facilitation & Management People
Chairing Skills
Leadership Time
Styles Management

Project
Communication
Management
Decision Problem
Making Solving

What is covered today…

Team
Facilitation & Management People
Chairing Skills
Leadership Time
Styles Management

Project
Communication
Management
Decision Problem
Making Solving

Four Criteria of Successful
Project Leadership

A. Situational Leadership and
Leadership Styles
B. How to get things done…
C. Death by Meetings
D. Character and Role Modeling


PROJECT LEADERSHIP
A. Situational Leadership and
Leadership Styles


What is your Business
Model?

•Google
•Air Asia USP

•Tata Nano

Market
Profit Model
Discipline


Leaders vs. Business Model

Product "They are the most innovative"
Leadership "Constantly renewing and creative"
"Always on the leading edge"

Customer
Operational Intimacy
Excellence "Exactly what I need"
"A great deal!"
Customized products
Excellent/attractive price
Personalized communications
Minimal acquisition cost and "They're very responsive"
hassle
Preferential service and
Lowest overall cost of flexibility
ownership Recommends what I need
"A no-hassles firm" "I'm very loyal to them"
Convenience and speed Helps us to be a success
Reliable product and
service

Leaders vs. Business Model:
Market Disciplines
Product Leadership
(best product)

Operational Excellence Customer Intimacy
(low cost producer) (best total solution)

www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
www.OOBEY.com

Leaders vs. Business Model:
Disciplines, Priorities, and KPIs

Operational Product Leadership Customer Intimacy
Excellence
• New, state of the • Management by
• Competitive price art products or Fact
• services
Error free, • Easy to do
reliable • Risk takers business with
• Fast (on • Meet volatile • Have it your way
demand) customer needs (customization)
• Simple • Fast concept-to- • Market segments
• counter of one
Responsive
• • Never satisfied - • Proactive,
Consistent
obsolete own and flexible
information for
competitors'
all • Relationship and
products
• consultative
Transactional
• Learning selling
• 'Once and Done' organization
• Cross selling

The McPlaybook*

Make it easy to eat Make it easy to prepare
• 50% drive-thru • High Turnover
• Meals held in one • Tasks simple to learn
hand & repeat

Make it quick Make what customers want
• “Fast Food” • Prowls market for new
• Tests new products products
for Cooking Times • Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007


Market Disciplines

Product Leadership
(best product)

Operational Excellence Customer Intimacy
(low cost producer) (best total solution)

www.myCNI.com.my Leaders, Michael Treacy & Fred Wiersema; 1995
Ref: The Discipline of Market
www.OOBEY.com

Leadership Extremes
• Have you experienced such a Boss?
HERO

MICRO MACRO

IDIOT


Leaders vs. People
Situations
High
Supportive

S3 S2
S4 S1

Low High
Directive
Able Able Unable Unable
Willing Unwilling Willing Unwilling
D4 D3 D2 D1

Leaders vs. People
Situations
High
Supportive

S3 S2
S4 S1: TELLING
S1
Specific Directions
Close Supervision
Low High
Directive
D4 D3 D2 D1

Leaders vs. People
Situations
High S2: CONSULTING
Explain Decision
Supportive

S2
S3 Solicit Suggestion
S4 Direct Tasks
S1

Low High
Directive
D4 D3 D2 D1

Leaders vs. People
Situations
High S3: PARTICIPATING

Collaborative Decisions
Supportive

Support Tasks S2
S3
S4 S1

Low High
Directive
D4 D3 D2 D1

Leaders vs. People
Situations
High
Supportive

S3 S2
S4: DELEGATING S1
S4
Turns over Decisions &
Responsibilities for
Tasks
Low High
Directive
D4 D3 D2 D1

PROJECT LEADERSHIP
B. How to Get Things Done…


…Mindset

1. If I don’t get it done, 1. Partnerships win –
they will get some else always
someone else to do it wants what you have
2. Overall/Ultimate end- and vice versa
objective
2. There are always
3. Accountability people better than
4. Expect enemies you
5. Positive persistence 3. Learn, before you
6. Failure acceptance need it
7. Ready to Sacrifice 4. There will always be
jerks in your way

…Self

1. Understand and use 1. Know when to give up
Buy-in when it’s not worth it
2. Momentum 2. Lose the battle, win the
3. Back up – Plan B war
4. Build your network 3. Sensitive communication
before you need it
4. Partner your
5. Work around obstacles
weaknesses
6. Dig for resources
5. Trust your gut instincts
7. Focused on Results, not
activities sometimes (thru
experience)
8. Control and utilize
Emotions 6. Perfect Time
Management skills

…through Others

1. Paint the picture 1. Communication:
2. Reward and Repetition and
Punishment Emphasis
3. Praise & Recognition 2. Urgency (what if not
done?)
4. Freedom α Maturity
5. Modeling 3. Prioritize, Focus
4. Leading and Lagging
Indicators -> Results
5. Motivation = Hope
and Control


…through Others

1. Hire/Fire (who you 1. Use 3rd Party
fire determines who 2. Little Steps – building
you keep)
blocks
2. < 80% certainty
decisions, pass to 3. Independent
the team successes
3. Set Guiding 4. Sponsor your
Principles weaknesses
4. Set Boundaries
5. Let mistakes happen
to learn


Communication SF

LINA
Listen with interest and praise
make the person feel Important
use their Name
Ask questions


Influence SF

PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements

Motivating Others

Hope

Control


Motivating Others

Passion Job
Delegation
Talent Growth

Minimum Motivation Target:
2 out of 4


Teamwork SF

CORE ÷ WL
Communication
common Objectives
Role
Enemy
Weakest Link

Alignment: 4-Wheels Model

Business
Person
Structure Model
Strategic
Planning
Culture
Leadership

Resources


Alignment: Framework

Culture • Focus point
• Alignment
• Quality
• Innovation & Differentiation
• Risk taking
• Performance Management
• Corporate obsession
• Decision making


Alignment: Framework

Structure • Org Structure
• Job Design
• C&B
• Policies & procedures
• Decision making
• Job fit
• Management Systems
• BSC and KPIs
• Decentralized & Empower

Strategy: Framework

Leadership • Role modeling
• Vision/Mission/Philosophy
• Leadership Style
• Delegation & Empowerment
• C&B, Promotions
• Sense of Urgency
• Speak regularly about Performance


Strategy: Framework

• Recognition
Person • Recruitment
• Training
• Profit sharing
• Values
• Motivation
• Self Efficacy
• Awareness
• Useful Competencies
• Career aspirations
• Attribution (control)

Strategy: Framework

Enablers
Resources • Technology
• Equipment
Funding
• Materials • CAPEX
• Human • OPEX
• Intellectual
Property
• Partners
• Property


PROJECT LEADERSHIP
C. Death by Meetings


• Error #1: Solving the wrong
problem.


• Error #2: Concentrate on
problems rather than the
Objective.


• Error #3: Solving a 2-person
problem in a 20-person
committee.


• Error #4: People wander off
the topic.


“I vote for ice cream”
“We’d need several sauces, maybe a make-your-
own-sundae table. I could provide the nuts.”
“I’m allergic to chocolate. We need at least two
flavors.”
“I have a little ice cream maker. How much would it
cost to make homemade ice cream for a hundred
people? How about pistachio flavor?”
“Are you sure we want ice cream in December?
What about a special cake made in the shape of
a heart?”
“Everyone’s on a diet. Let us serve coffee and
salad.” ….

Managing Meetings

1. Why meet? Alternatives? 1. Reading faces and
2. Formal vs Informal emotions
Meetings 2. Who should Chair?
3. Agenda setting – putting 3. Pre reading materials
the pressure and preparation
4. Question Big and Small 4. Reporting (read before
items meeting, report
5. Focused vs. Wandering highlights, question small
– depending on type of stuff, what’s next?
meeting & objectives Support? Report Back?)
6. Powerful Secretary
(especially if Project)

PROJECT LEADERSHIP
D. Character and Role Modeling


Law of Excess and
Moderation

“The Good things that the leader
does in excess, the followers will
do in moderation.
The Bad things that the leader
does in moderation, the followers
will do in excess.”
John C. Maxwell


Personal Notes on
Leadership
1. Create mood 1. Let others talk
2. Let staff shine 2. Hold your opinion
3. Momentum 3. Read emotions
4. Kindness, 4. Fun, Freedom,
Manners Expression
5. Role Modeling 5. Confidence, Cool
6. Paint Picture 6. Each their own
7. Staff success lives


Final words…

“As for the best leaders, the people
do not notice their existence.
…when the best leader's work is
done the people say,
‘We did it ourselves!’ ”
Lao-tse


Greatest Leadership
Lesson

Law of the Ping-Pong Ball
a.k.a. Law of Cause and Effect


Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/

Criteria of a Successful Project Leader

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Criteria of a Successful Project Leader