Forbes,

Micha Kaufman ,   CONTRIBUTOR

  
Whether you’re a freelancer, small-business owner, or full-timer, to climb the ladder, you must know how to lead the pack. Are you destined to be the big boss or be bossed around? To find out, take a look at these 10 characteristics shared by great business leaders:
1. Persistence, Persistence, Persistence
In the 1890s, Henry Ford came up with the Ford Quadricycle, a vehicle made up of a frame mounted on four large bicycle wheels with an ethanol-powered engine. Needless to say, it wasn’t a success. Ford later founded the Ford Motor Company, invented the Model T, and became one of the wealthiest men in the world. Do you try, fail, and pick yourself back up again? Bingo!

2. Thick skin. Rhino-thick.
Walt Disney’s editor at the Kansas City Star told him that he had no good ideas and lacked imagination. He could have taken the harsh words to heart and given up the creativity ghost. Instead he went on to become the most successful animator of all time, winning 22 Academy Awards, creating characters like Mickey Mouse, and opening his own theme park. Today, Walt Disney is one of the world’s most ubiquitous household name brands, synonymous with creativity.
3. An Eye for Talent
It takes a village to make amazing things happen. That’s why great leaders surround themselves with other great minds. Steve Jobs was always on the hunt for talent in unique ways, like accepting invitations to lecture at universities so he could scout potential employees. Jobs personally interviewed over 5,000 applicants during his lifetime, managing all the hiring for his team.
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4. Can’t Get No Satisfaction
What do Google, Yahoo, and Facebook have in common? All are billion dollar companies that started in dorm rooms. Great business leaders are never satisfied and continually strive to take their business to the next level. As Ingvar Kamprad, the founder of IKEA, said, “The most dangerous poison is the feeling of achievement. The antidote is to every evening think what can be done better tomorrow.”

5. Fearlessness
When Richard Branson was younger, his aunt bet him that he couldn’t learn to swim during their family vacation. After failing to master the skill during the trip, on the drive home, he asked his father to pull over the car. He jumped into a river, swam, and won the bet. Today, Branson, the founder of the Virgin Group, which is made up of over 400 companies, believes in a philosophy of taking risks and stepping out of your comfort zone. “You don’t learn to walk by following rules,” Branson said. “You learn by doing, and by falling over.”

6. Owning Your Mistakes
After Amazon deleted copies of unauthorized versions of Animal Farm and 1984 from users’ Kindles, there was an immediate negative backlash. Not only did Amazon cop to the mistake in an official press statement, CEO Jeff Bezos personally apologized, admitting that the company’s solution to the problem was “stupid, thoughtless, and painfully out of line with our principles.” He also offered, “deep apologies to our customers.”
7. Toughness
If you want to lead in the business world, you’re going to have to stand up for yourself. “When somebody challenges you, fight back. Be brutal, be tough,” advised Donald Trump. Michael Bloomberg agreed, saying at a commencement ceremony that, “In the business world, it’s dog-eat-dog,” and, “you occasionally have to throw some elbows.”
8. Winning Friends and Influencing People
But don’t take the tough act too far. People work better for managers they like. John D. Rockefeller said, “The ability to deal with people is as purchasable as a commodity as sugar or coffee and I will pay more for that ability than for any other thing under the sun.” Mark Cuban put things a little more simply: “People hate dealing with people who are jerks. It’s always easier to be nice than to be a jerk. Don’t be a jerk.”
9. Singular Vision
It all starts with an idea. Howard Schultz envisioned a single brand with coffeehouses across the globe. He turned that dream into a reality and founded Starbucks. “I think if you’re an entrepreneur, you’ve got to dream big, and then dream bigger,” he said. “It’s seeing what other people don’t see and pursuing that vision.”
10. Powerfully Passionate
Above all, a true leader is passionate about whatever venture he or she is undertaking. As Jobs said, “You have to be burning with an idea, or a problem, or a wrong that you want to right. If you’re not passionate enough from the start, you’ll never stick it out.” Oprah Winfrey also had some powerful words on the subject. “Passion is energy,” she said. “Feel the power that comes from doing whatever excites you.”

1. Spend your time pro-actively – the number ONE project leadership tip is to focus your attention on the long term as opposed to being reactive and firefight in the present moment. The more time you spend planning and building relationships, the fewer issues you will encounter later in the project. 

2. Deliver on your promises – it’s essential that what you say is credible and that your stakeholders trust your opinion. Always be conservative in your estimates and never promise a delivery you are not sure you can meet. To be safe, produce a detailed plan and remember to build in contingency.

3. Focus on business benefits – to be of ultimate value, you must focus on the delivery of business benefits to your client; not just the tangible outcomes of your project. This requires you to have a good understanding of the business domain, to challenge the status quo, and to fully embrace the project’s end goal and vision.
 
4. Listen with your heart – one of the keys to project success is to build strong relationships – and to do that you must be able to really listen. Listen to your team members and to your stakeholders. Forget your own agenda and listen from the heart. Then great relationships will be built.

5. Focus on customer needs – focus on what your customers really need rather than what they think they want. Get into their heads and involve the end users as much as possible whengathering requirements. Demonstrate and prototype the product and constantly check that what the team is building matches the requirements and customer needs.

6. Act as an inspirational mentor and a guide – be an inspiration to the team and share the project’s vision and end goal whenever you can. Don’t tell your people what to do but coach them to find the right solutions and to make decisions on their own. Let your vision and engagement be the prime motivator for the team. 

7. Take a big picture view – step back from the project on a regular basis and take a balcony view. Observe what is going on.  What is working and what is not? Examine ways in which the project could operate more effectively and take action to implement your ideas and risk mitigating actions.

8. Utilise the strengths of your team – in order to build a truly motivated and high performing team, you must understand what drives each individual. Listen to each team member and understand what their strengths and  aspirations are. Then take action to utilise them in the best possible way. 
 
9. Delegate  administrative tasks – if you are to add maximum value, you must focus on those tasks that matter the most to the success of your project. That means that you must learn todelegate. Get a project administrator on board to help with tasks such as documentation, timesheet tracking, financial tracking and low level task tracking.  
 
10.  Establish a solid foundation – before the project kicks off in earnest, spend time fullydefining it, estimating it and planning it. Document your findings in a project initiation document and get it signed off by the steering committee before you proceed. This becomes the contract you deliver to.

11. Take control of risks – effective project leaders consistently manage risks by asking “what could go wrong” and “what have we not yet thought about”. Brainstorm risks with your team on a regular basis and ask them what they worry about. Then take action to mitigate them or put in place contingency plans. 

12. Ask for help and guidance – have the courage to talk openly about  project issues and to ask for help when required. It is a sign of strength to seek guidance when you are faced with a major decision. Your team and stakeholders will respect you for being honest and will appreciate that you ask for advice. 

13. Draw on the steering committee – gather the most important stakeholders on a monthly basis to make decisions about the project’s risks, issues and deliverables and to report on financials. Prepare a flawless presentation and take the opportunity to showcase the team’s good work. Summarise decisions and distribute meeting minutes within 24 hours. 
 
14. Get close to your stakeholders – to build great relationships with your stakeholders, set up regular one-to-one meetings with those who have the most power and influence over your project. Listen to their concerns and suggestions and act upon their feedback. Pay special attention to those who are opposed to the project and seek to win them over.

15. Know your numbers – stay in control of your project by tracking the project’s key performance indicators. Know how much money the project is burning per month, and how much scope you have delivered to date compared to plan and budget. Include these key metrics in your project reporting.

16. Get the best people involved – a large part of your success as a project leader will depend on how skilled you are at recruiting and retaining the right kind of people. Never compromise when building your team and go to great lengths to reward and motivate people who do a good job.

17.  Adapt your leadership style – all good leaders adapt their style to the individual they are interacting with. You can do this by providing more guidance to those team members who are inexperienced, by giving more moral support to those who lack confidence and by delegating to those who are both experienced and confident.

18. Stay calm in stressful situations – set a great example for others by managing your state of mind and appearing calm under pressure. Maintain a balanced perspective and think of solutions rather than placing blame. Take on the role of a mediator whenever you can and convey both sides of the argument. 

19. Stand up for the project – be confident enough to stand up for yourself and your project when required. Protect your team from unnecessary noise and from unreasonable demands. Never accept an increase in scope without further funding or time allowance – and never accept a shortened timeframe without reducing scope.
 
20. Ask for feedback – one of the most rewarding actions you can take for your career and for your project, is to ask for feedback. Ask the following three questions to your boss, peers and project staff: What should I continue doing?, What should I start doing? and What should I stop doing?

Susanne Madsen 
Developing Project Leaders

What are the differences between management and leadership?

.. and how does it relate to project managers?

Management is said to be the discipline that specializes on maintaining the status quo, conforming to standards and organizing and directing individuals around the boundaries (time, money, quality criteria etc.) that have been set to achieve the task. If you are a good manager it means that you are good at producing a set of products and services in a predictable way, day after day, on budget and to consistent quality. It is a discipline, which requires you to be rational and logical and make use of certain skills and methods.

Leadership on the other hand is concerned with setting goals, making improvement to existing ways of working and motivating and leading the team to reaching this new direction. It is characterized by certain behaviors such as sharing an inspiring vision, producing useful change, leading by example, empowering others and creating the most conducive environment for team success. Leadership is not about the specific skills you possess but about how you approach an assignment and how you relate to others.

Managers rely on authority; leaders on influence
One of the main differences between management and leadership is the way in which the two disciplines motivate people and teams to achieve objectives. Managers rely on their authority to get work done. They allocate tasks to team members based on what needs to get done and expect them to carry out their job, by and large because they receive a salary for it. Leaders, on the other hand, influence, inspire and appeal to people at an individual level. They strive to get the best out of people by aligning each person’s individual objectives to those of the project and organization.

As a project manager you must make use of both disciplines, but as you grow and develop in your career you will likely come to rely on leadership over and above management.

Can project managers learn to lead?
Many project managers come from a technical background and have a rational, logical and analytical way of thinking. It means that they are good at analyzing facts, calculating duration, coordinating activities and making rational decisions. They are task-focused and concerned with how to get things done. They see their primary role as delivering what the customer has asked for within the agreed parameters of time, cost and quality. They are less concerned with why their customers need the product and in which ways it affects their business and the people who develop it and use it. Their strength is in executing and following someone else’s vision and specification – rather than helping to define it.

There is nothing wrong with being logical and task-oriented. As project managers we need those skills, especially when planning and estimating a large project. The issue arises when this is the only style in the toolbox, which is then being used to also manage people and communicate with customers. Building high performing teams, great customer relationships and ensuring that the project actually delivers what the customer needs cannot be achieved solely through logic. It requires creativity, empathy, risk-taking, vision and most importantly the ability to connect with people at a very personal level.

Leadership can be learnt, but it requires conscious effort and a desire to collaborate with clients and team members in a deeper and more responsible way.

It is so true that the best project managers have both management-type skills and also leadership-type skills, as you describe. And, of course, with determination you can learn leadership skills but in reality how many project managers possess all of those skills or can even learn all of them?

Some are a natural part (or not) of our personalities and it is hard to change who we are, no matter how determined we are. And, in fact, if we did change in order to become more inspirational and risk-taking would we still be the same person and what attributes would we lose in the process?