WINNER: PMI UK National Project Awards - Project Management Literature Category
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Projects and work environments are becoming increasingly complex, with more stakeholders, dispersed teams and an unprecedented rate of technological change. In order to adapt to this complexity and find new opportunities to innovate and build high performing teams, project managers must shift their mindset to one of project leadership.
The Power of Project Leadership explains how to generate positive results for projects and clients while growing as a leader and empowering the team to fully contribute. Now in its second edition, The Power of Project Leadership discusses current topics such as the psychology behind high performing teams, coaching, facilitation and conflict resolution, collaborative planning and risk management. It outlines the capabilities, attitudes and behaviours needed to become a confident, driven and focused project leader, including leading with vision, continuously improving, empowering teams, building trust with stakeholders, and using powerful techniques. With examples of the most fundamental causes of project failure and how to avoid them, The Power of Project Leadership shows how to inspire teams, add real value and deliver outstanding projects. The book, now translated into Chinese and Polish, has a practical and engaging approach and references 30 interviews with leading project management experts and thought leaders who themselves have made the transition from project manager to project leader. These experts come from a variety of sectors and companies; including Expedia, British Gas, Standard Bank, Verizon Enterprise Solutions, and the UK Government. |
I loved this book the first time, and the revised edition is even better. Fully updated, this edition goes deep into strategies to help you lead yourself and your team more effectively. The book goes beyond theory - although you can tell the text is well-grounded in research - to give you practical tactics that you can use daily at work. When you combine powerful techniques and a willingness to do the work, you have a blend that will help you excel at delivering organisational strategy through projects. Susanne makes it easy by stepping you through the 'keys' to leadership, and you can pick and choose the approaches you think will make the most difference with your team. |
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What's new in the 2nd edition?
Chapter 1, The World is Changing and So Must You, emphasises the importance of emotional intelligence and explains the five areas you need to develop in order to become an emotionally intelligent leader.
Chapter 2, Your Hidden Drivers, has been changed in two major ways. It now describes the Core Quadrant model – a tool that can help you understand why some people or project situations trigger an allergic reaction in you and what to do about it. It also contains a new powerful exercise that sheds light on what your most deeply rooted beliefs and behaviours are and how your upbringing has affected your leadership style.
Chapter 3, The 7 Keys to Project Leadership
Key 1, Be Authentic, has been updated with key insights into authenticity. I have incorporated a new section describing the five logical levels that help you understand where there is incongruence in your work and life and how to better create alignment. I have also provided more material on what you can do to strengthen your self-esteem.
Key 2, Lead with Vision, goes more into depth with the human aspect of change. We take a closer look at how to remove doubt and fear during change by making people feel safe and giving them a role to play.
Key 4, Empower the Team, contains new information about the six different leadership styles that are relevant when leading a team: visionary, coaching, democratic, affiliative, directive and pace setting. It also contains a new section on how the coaching style can be used to encourage responsibility and empower your team members. Finally, it highlights new research about the importance of psychological safety to high performing teams.
Key 5 has been renamed to Build trust with stakeholders. This revised chapter goes more into depth on how to build trust, communicate with and deliver difficult messages to stakeholders without breaking the connection. In particular I have included a new section describing the four levels of communication that should be utilised in most conversations: content, procedure, interactions and emotions. Using all four levels will help you deepen relationships and gain commitment from the project’s stakeholders.
Key 6 has been renamed from Establish a Solid Foundation, to Use Powerful Techniques. I have emphasized the importance of using the techniques collaboratively and have to that end included new information about collaborative planning, collaborative risk management and team definition techniques. These powerful techniques help you produce better outcomes, create a more coherent team and build the foundation for high performance.
Key 7, Work with Intent, now contains more information on how to optimize your energy and avoid negative stress. I also share new insight on how to increase your well-being in light of a demanding project environment.
Chapter 4, Make the Transition Happen, has been fully revised for better understanding.
Chapter 2, Your Hidden Drivers, has been changed in two major ways. It now describes the Core Quadrant model – a tool that can help you understand why some people or project situations trigger an allergic reaction in you and what to do about it. It also contains a new powerful exercise that sheds light on what your most deeply rooted beliefs and behaviours are and how your upbringing has affected your leadership style.
Chapter 3, The 7 Keys to Project Leadership
Key 1, Be Authentic, has been updated with key insights into authenticity. I have incorporated a new section describing the five logical levels that help you understand where there is incongruence in your work and life and how to better create alignment. I have also provided more material on what you can do to strengthen your self-esteem.
Key 2, Lead with Vision, goes more into depth with the human aspect of change. We take a closer look at how to remove doubt and fear during change by making people feel safe and giving them a role to play.
Key 4, Empower the Team, contains new information about the six different leadership styles that are relevant when leading a team: visionary, coaching, democratic, affiliative, directive and pace setting. It also contains a new section on how the coaching style can be used to encourage responsibility and empower your team members. Finally, it highlights new research about the importance of psychological safety to high performing teams.
Key 5 has been renamed to Build trust with stakeholders. This revised chapter goes more into depth on how to build trust, communicate with and deliver difficult messages to stakeholders without breaking the connection. In particular I have included a new section describing the four levels of communication that should be utilised in most conversations: content, procedure, interactions and emotions. Using all four levels will help you deepen relationships and gain commitment from the project’s stakeholders.
Key 6 has been renamed from Establish a Solid Foundation, to Use Powerful Techniques. I have emphasized the importance of using the techniques collaboratively and have to that end included new information about collaborative planning, collaborative risk management and team definition techniques. These powerful techniques help you produce better outcomes, create a more coherent team and build the foundation for high performance.
Key 7, Work with Intent, now contains more information on how to optimize your energy and avoid negative stress. I also share new insight on how to increase your well-being in light of a demanding project environment.
Chapter 4, Make the Transition Happen, has been fully revised for better understanding.
