Are Managers from the Pharaonic era?

Managers are from the future

How most employees view their manager

How managers view themselves

Managers or Leaders?

Transformation to a Leader

• Project Roles and expectations• Clear Communication• Follow through• Building Trust• Motivation• Influence and Leverage

Project Roles and expectations

• Define success criteria for each team member

• Individual Roles• Project contribution• Empower and delegate

Clear Communication

• Basecamp/JIRA are the minimum tools needed

• Communicate• Consistent communication

Follow Through

• Make each task accountable and auditable

• Do not take up tasks which cannot be completed

• Verify and follow up on all team activities

Building Trust

• Planned and verbal commitments must be met

• Meeting Commitments == Trust• Trust within team will lead to a strong

relationship with Client

Motivation

• Correct team == Higher motivation levels

• Build Skills == Passion for work• Team building activities• Team ownership

Influence and Leverage

• Build your Knowledge base about the project domain and technology

• Deliver successful projects• Manage by example (do what you say)

Examples of Leaders

Leading by Example

Leading by Motivation

Leading by Skill and team building(The one person who needs to be in all IT presentations)

Leaders vs Managers

Tough Email from Client or Management LEADER MANAGER

Shields his team Reactive

Learns from mistake and plans for the future

Finds a scapegoat

Owns the problem and fixes it Does not identify the weak area and goes on a tangent

Builds a relationship with the client

Deflects criticism

De Motivated team

LEADER MANAGER

Pre empts motivational factor Does not put emphasis on motivation

Appreciates the team in run time and when it matters

Appreciates the team too little or too late

Team building activities Does not consider it important

Open door relationship with all team members

Stringent team hierarchy

Empowers team members Is a blocker in team activities

Team Conflicts

LEADER MANAGER

Keeps an eye out for any potential conflicts

Lets its fester or resolves by force

Establish mutual respect between team members

Team is not comfortable talking to each other

Discuss with relevant parties

Takes positive or negative action

Decision paralysis

Objective