Seven Keys for Project Leadership
1. My core personal values are in alignment with the work I do.
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2. On a project there is always something to improve; I continuously encourage the team to implement good ideas.
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3. I carefully consider the impact of changes on the project's success criteria and track their execution.
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4. I am a diligent project manager who works hard and who is often availabe to answer emails during evenings and weekends.
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5. As a strong leader I make a point to share my good ideas with the team; I leave the execution to them.
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6. I invest a lot of effort protecting the plan from changes.
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7. The project helps me to achieve my purpose as a leader
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8. I regularly use the advice and guidance of the steering committee to move the project forward.
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9. I fully understand the business case of my project and contribute to delivering the long term benefits listed within it.
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10. I have a good work/life balance. I don’t often stay late in the office or take work home.
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11. In situations where my client is unreasonable or dismissive, I am able to self-regulate and respond in a constructive way.
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12. Everyone in my team is engaged and motivated. They support each other beyond their defined roles.
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13. The business case is not for me to take care of. I deliver the project and the project sponsor or client provide the bigger vision.
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14. I take responsibility for my mistakes and express it to my team and client
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15. I often find myself taking back control of a task because my team member did not meet my expectations.
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16. I spend my energy on important activities that add the most value to my client.
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17. I'm a great firefighter; when things go wrong I fix it straight away.
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18. I work on my most important tasks with deep focus and without distraction.
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19. I explicitly ask the more quiet team members to share their ideas and I take time to listen to their thoughts without prejudice.
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20. I am comfortable speaking about the vision and future state in a way that inspires and motivates the project team and stakeholders.
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21. Due to bad experiences working with clients, I have learned to be very factual and to protect my back.
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22. I challenge people to stretch themselves and go beyond what they think they are capable of.
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23. I prioritise people over tasks and often have one-to-one meetings to understand their needs and concerns.
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24. I try to avoid friction on my project
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25. I'm comfortable delegating detailed decision-making to my team members. It frees me up to focus on leadership and strategic activities.
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26. My team delivers great work without my hands-on guidance and direct control.
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27. I regularly organise knowledge sharing sessions and encourge team members to explore and learn.
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28. I prefer to work with a clear scope without interference of end users who have other requirements.
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29. I use my knowledge of the clients business environment to make effective decisions on the project.
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30. I am comfortable expressing what I think and feel in challenging project situations with team and client.
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31. Knowing what my stakeholders think and feel is not important to getting the work done.
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32. When I come across hostile stakeholders I actively listen to their point of views and build a constructive dialogue.
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33. In my project we work with a realistic schedule that we are continuously committed to.
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34. I start my day with a clear focus and I accomplish the activities that I set out to.
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35. Because of my leadership style, team members feel safe to open up to me.
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36. Through inquisitive and probing questions I challenge the team to come up with innovative solutions to meet the needs of internal and external clients.
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37. I am analytically strong and don't let emotions influence my decision making.
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38. I understand that delivering the output is not enough for a project to be successful. Ensuring a positive human impact is equally important to me.
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39. I dare to stand up for what I believe is in the project's best interest.
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40. In evaluating the project I look further than time, cost and quality. I also evaluate the project's effect on the client's corporate strategy.
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41. I am reluctant to deviate from the project plan. Hitting milestones is more important than exploring opportunities to innovate.
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42. I'm not afraid of approaching senior decision-makers in order to get a new meaningful method or idea approved.
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43. My projects are so dynamic that the plan is almost always out of date.
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44. I organise sessions throughout the project to identify and evaluate risks with the team and put in place mitigating actions.
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45. I have full buy-in to my project plan from stakeholders and team members; it's the foundation from which we work.
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46. I am able to speak openly about risks, issues and mistakes with my stakeholders without getting into a blame game.
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47. I encourage honest conversations with stakeholders about how they feel about the project and what we expect from one another.
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48. To empower my team I need to be strong. Showing weakness and saying I don't know undermines my credibility.
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49. In communicating progress to stakeholders I am mindful of how each stakeholder group would like to receive the information.
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Be Authentic
Lead with vision
Improve & Innovate
Empower the team
Build trust with stakeholders
Use powerful techniques
Work with intent
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