When I think of strategic leadership, particular characteristics stand out that influence the type of leader I would like to be; I will touch briefly on each point.
1) “Walk the talk”—this relates to how real and genuine a leader is, otherwise the ability to lead will diminish due to hypocrisy. A couple examples may help illustrate the point. When a PMO manager or executive states that earned value management is important, yet rarely reviews the data, and worse, never acts on the data, the manager sends a message that is full of “talk” with no “walk”. Or, when senior managers try to maintain a semblance of governance yet make exceptions to the process, the hypocrisy weakens the governance process.
2) Accountability—a leader not only needs to hold himself/herself accountable in order to walk the talk, but also needs to hold other people accountable. There is a lot to say about accountability, but strategic leadership will drive accountability within the organizations. This is not easy, and requires my third point, backbone.
3) Backbone—refers to the leader’s ability to stay true to their values and decisions in the face of opposition or pressure. Portfolio management is a cross roads of many facets of the business. A good strategic leader may get caught in the cross fire between organizations, but will not back down until problems can be reviewed and resolved.
More to come on strategic leadership…
My personal approach is to right-size portfolio management processes to fit an organization's culture and maturity to be effective without creating a bureaucracy. Please contact me if you would like to know more about how project portfolio management (PPM) can help your organization achieve its strategic goals.
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