Susanne Madsen’s book The Power of Project Leadership was the first book I read. It was so practical that it surprised me. It is easy to think leadership is about character and attitude. (Read my thoughts on the traits of great leaders here). But you can actually train yourself to be a better leader and practice the right behaviors.
Susanne’s book essentially does this: It shows you how to “do” leadership.
So I decided to speak to her to learn more. This is what happened when I spoke with her…
Susanne: There’s a lot going on in the world of project leadership right now. It’s a ‘thing. What’s the deal? Why is leadership important for projects?
Leadership is a key component of a project’s success. It allows us to provide real benefits to both the client and users. We also have the ability to fully engage the team members and other stakeholders.
This is because if we use a management approach exclusively (which most project managers do), we are transactional and primarily concerned with the task-oriented aspects. Because projects aren’t just mechanical, we need a more rational task-oriented approach to deliver them.
We are more people-oriented, strategic, and visionary when we use leadership. This helps us motivate and inspire others to achieve the project’s goals. It’s about empowering people to make a bigger vision and ensuring that it adds real value to the client.
Many project managers are comfortable managing projects, but the thought of being a leader is daunting. Are you able to get results even if you aren’t ready to lead?
Leadership is a key component of a project’s success. It allows us to provide real benefits to both the client and users. We also have the ability to fully engage the team members and other stakeholders.
Different projects require different skills from project managers. Complex projects with many stakeholders, volatile environments and possibly an inexperienced project sponsor will require more leadership skills than a simple project.
However, it is the people and not the processes that make projects work. Project managers who want to succeed will need to have emotional intelligence, in addition to their cognitive intelligence. It is still true that many project managers lack basic people skills and aren’t able to build trust and influence others. Although project leadership is not yet the most prominent position, I believe it will soon.
The leadership angle makes project work more exciting, in my opinion, so I’m happy. You talk about authentic leadership in the book. What does authentic leadership look like?
Being authentic means that every project manager knows who they are and what they believe. It is easier to be authentic and do the right thing in any situation.
If we lead authentically, it means there is harmony between our thoughts and actions and what we do. Instead of playing favorites or engaging with dishonest politics, we focus on delivering value and standing for what is right.
True test of authenticity is our behavior under pressure and when things don’t go our way. Trust is lost when we act with integrity in these situations, by not doing the right thing.
You also mention creating an empowered team to maintain trust in the project. How can you do this?
The topic of empowering the team is so important that I have dedicated an entire chapter in my book to it. Empowering people means involving and
