Communicate Leadership

Just because you have a leadership role doesn't mean you are living up to the expectations of those who lead you.

by Neal Whitten, PMP, Contributing Editor

Your leaders want you to know--need you to know--the behavior they expect from you. You may be a project or program manager, manager, senior manager or executive, project sponsor--or strive to become one. But just because you have a leadership role doesn't mean you are living up to the expectations of your leaders.
Listed below is a starter list of behaviors that your leaders expect from you but often are not fulfilled. Routinely adopting these behaviors can enhance your image, effectiveness and career--and they make your leaders' jobs easier.
Don't dump and run. When you have an idea for an improvement, don't transfer that idea to your leader and then wash your hands of it. Be willing to be its champion and become part of the solution.
Make it brief. When you are dealing with your peers you can speak in sentences--sometimes in paragraphs. But as you communicate higher up the food chain, you should speak in sound bites. Your leader doesn't have the time for the unabridged version.
Don't complain. People who habitually complain are a bore and a waste of time and energy to those around them. If you are complaining, you are not solving. For example, complaining to person A about something that person B can fix wastes everyone's time. But "complaining" directly to person B is the first step toward a solution.
Bring solutions with problems. When you need help, articulate both the solution and the specific help required. Tell your leaders exactly what you need from them, such as funding, letter of support, escalation, new hires, new tools, etc. You are far more likely to secure their support when you have a solution in hand.
Wear one face. Don't be one person when your leader is around and someone different the rest of the time. Choose the same face regardless of the audience.
Close issues. Don't allow issues to linger or drift. Close them with the urgency that they deserve.
Meet commitments. Show others that you can be counted on and that you are reliable.
Promote dialogue. Don't be a "yes" employee--or more specifically, a silent employee. Don't just take notes, nod and leave your boss's office. Listen thoughtfully, ask good questions, raise concerns.
Make your leaders look good. Satisfying the needs of your leaders--fulfilling, even exceeding, their expectations--is your job. That makes them look good which makes you look good.
Keep your leaders informed. Don't work in a vacuum. Keep your leaders informed. Avoid surprises. Don't let them hear about your responsibilities from someone else.
Offer professional criticism. If your views run counter to your leader's, then constructively and discretely share those views. Your value increases when your interest, honesty and passion are apparent.
Offer praise. When you observe noteworthy ideas, actions or deeds by your leaders, show that you appreciate their behavior. Do not focus only on criticism--as constructive as it may be.
Demonstrate integrity. Know the difference between right and wrong--and do the right thing. Do not support or condone illegal, unethical or immoral behavior.
Solicit feedback of your performance. Ask for constructive criticism as well as praise based on your actions and behavior. Make it easy--be a willing student--for your leaders to work with you and professionally "shape" you in becoming a more effective leader.
Support your peers. Be quick to support noteworthy ideas and actions by your coworkers. Choose the collaborative path rather than the competitive or contentious path.
Show you can be trusted. Don't subscribe to loose lips. Earn the reputation of being a trusted confidant. Support the company mantra and work to continuously improve its effectiveness.
Be a role model. Without fanfare or recognition, behave in a manner that others can emulate. Promote an organizational culture that supports continual success.
If you are relatively new as a leader, this list may appear daunting. But to your leaders, it represents what they strive for when recruiting, coaching and mentoring.
It is my experience that far more leaders are made than born. Regardless, you have the ability to shape your behavior and, therefore, your effectiveness.

Neal Whitten, PMP, president of The Neal Whitten Group (www.nealwhittengroup.com), is a speaker, trainer, consultant, mentor, and author in project management and employee development. His books include The EnterPrize Organization: Organizing Software Projects for Accountability and Success and Managing Software Development Projects: Formula for Success.

This material is reprinted from PM Network magazine (May 2004) with permission of the Project Management Institute Headquarters, Four Campus Boulevard, Newtown Square, PA 19073-2399 USA. Phone: (610) 356-4600. Fax: (610) 356-4647. Project Management Institute (PMI) is the world's leading project management association with over 130,000 members worldwide. For further information, contact PMI Headquarters at (610) 356-4600 or visit the web site at www.pmi.org. "PMI" and "PM Network" are trademarks of the Project Management Institute, Inc. © 2004 Project Management Institute, Inc. All rights reserved.

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