Program Management presents unique challenges in leadership as the primary team members are elite leaders. Programs are responsible for managing multiple projects, and operational efforts, to achieve benefits not available by managing projects separately. Therefore, Program Managers will set the vision, balance budget, resources, and schedules across projects, and manage the Project Managers to achieve the overall program benefits.
An elite (Project Manager) is considered to be a project team member with intelligence, talent, power, networked wealth, and usually individuals who have plenty of options providing them with a strong sense of self and of independence. Elites have built up their own loyal set of followers, and constituents who trust, believe, support, and choose to follow them. They operate outside of norms and standards and are often considered “special” as far as rules go.
Elites earn the loyalty of followers by focusing on their stakeholders, delivering products, services, and results that have meaning as a guiding principle of decision making. While they are influenced by peers or management, outside institutions and organizations can have a direct and powerful conflicting impact on elites defining standards and approaches in the industry. Groups such as the Project Management Institute (PMI) can directly impact an elite with guidance, processes, and revised standards, ethics, or best practices regardless of the guidance provided by their current organization or leadership body.
Most importantly, elites do not see themselves as followers and are quick to challenge, question, and even belittle any attempt to treat them as followers. Instead, they view themselves as leaders, and any decision to follow a direction is a choice made by the elite based on their self-interest, beliefs, and trust levels. They often believe that they are entitled to special treatment by their leadership and the organization as a whole and that they are outside the boundary of normal rules. They will expect privileges and benefits that are not available to others and will negotiate to ensure they receive the privileges and treatment they believe they are entitled to. Rallying cries, empowerment techniques, motivational speeches, and calls to action will often fall on deaf ears when dealing with elites. Even more daunting, elites quickly recognize and often ridicule these obvious attempts to leverage “leadership” approaches over them. To be successful leading leaders, a conscious and direct set of approaches is needed that extends best practices for leadership over other teams.
Leading leaders are based on trust, accountability, understanding, relationships, expertise, and a recognition of each influence factor on elites. Working with elites requires relationships built in one-on-one interactions at an individual level. Positive relationships build and facilitate trust, and trust in a leader is vital to ensure the desired action from followers. Regardless of the follower, trust in a leader is less risky and more acceptable than following the same recommended approach by an untrusted leader. At the end of the day, people follow because they believe that it is in their best interests.
Dr. Mark Bojeun, Ph.D., MBA, PgMP, PMP, PMI-RMP, is the author of “Program Management Leadership: Creating Successful Team Dynamics” and has more than 25 years of experience in providing strategic management and leadership through portfolio, project and program management. His experience includes developing and managing multi-million dollar portfolios, facilitating the achievement of strategic objectives and creating best practice processes for program and project management offices (PMO). Dr. Bojeun is the Chief Technology Officer at Project Concepts (www.pconcepts.net) and speaks around the globe on leadership, team building, emotional intelligence and program/project management. Mark writes about business intelligence and business requirements.