Description

Could you rewrite this one? 

This my friend's work but I want it to look like mine in same story. 

The question is 

• How might you adapt your leadership of strategic projects to adopt a more proactive approach focused on achieving  better performance, outputs, outcomes, and legacy?
• 
  
• Which of the core aspects of leadership covered in Module 6 resonate with you?

Hi All, 

It is not easy to say what kind of leadership you need when the project starts. Usually I started to understand what I need to change, during or even after the project. I believe, that different types of projects require different knowledge, skills and abilities. Since I changed several countries and companies, I realized, that different cultures might require also different nature of leadership.

In some projects, the project leader needs to be more flexible, in some more motivating, but to achieve the best possible performance, it is important for the leader to initiate a dialogue about the project complexities in the project preparation phase. It will affect all activities in further phases of the project.

In Module 6, I have learnt about 3 facets of leadership:  managerial, relational, and entrepreneurial. In most of my projects I used first two of them. Of course, we are not ideal and I believe everybody can find a lot of areas for improvement. From my point of view, entrepreneurial aspect requires a lot of experience and most difficult to develop (if even possible).

and 

How might you adapt your leadership of strategic projects to adopt a more proactive approach focused on achieving better performance, outputs, outcomes, and legacy?

Two aspects of immediate improvement come to mind, and a broader third:

1) Taking perspectives from multiple professionals or stakeholders - I'm good at doing this in a fix, proactively doing to enhance my outcomes is another matter

2) Planning for multiple scenarios/futures planning - I'll need to prove value to get buy-in to make the strategic sessions I do run less directly functional, however I see the value in doing so front this course for legacy purposes

3) Personal Leadership Style - I tend to flex my style for the need of the project, which isn't always wrong, but the more strategic (and uncertain) the project, the more of a 'rock' people tend to seek

Which of the core aspects of leadership covered in Module 6 resonate with you? 

I've come up through a sales background into a business growth role, so I'm comfortable with my ability to carry a vision and to listen to the needs and wants of others.

In improving my strategic leadership, what reasonates with me most are what I'd think to be the more diplomatic or statesman-like elements - e.g. the planned taking of multiple perspectives, the ways to design and implement governance and the different ways to effective plan for multiple scenarios and contingencies - i.e. both embodying and exuding the projects legacy intentions in addtion to getting it over the line (or "the myth of the bulleyse" to quote Dr Budzier)