In many of our past thought leadership pieces, we have discussed the importance of project leadership, especially as it pertains to organizational change management (OCM). Some of the highlights or key takeaways include selecting executive sponsorship at the right organizational level—those who are empowered to lead and have the respect of stakeholders. Equally important, we recommend project leadership deliver consistent and transparent communication, and serve as a positive driving force – rewarding successes, while demanding accountability. The list of project sponsorship responsibilities continues, and we are often asked to coach and provide feedback during a project. This typically includes first defining individual roles and then providing strategic direction, customized for the different levels of project leadership. Much of these themes are discussed in a recent Point of View, Change in the E-Suite.
Recently, I was asked to provide a concise but informal presentation on desired project leader behaviors. This is somewhat different from our usual requests, not because it isn’t an important consideration, but because project sponsors and leaders are usually named long before the Parker Avery team engages with a client. These are leaders who all have their own distinct leadership styles and we want them to remain authentic. E