Home | Join PMI | Get Certified | Calendar | Contact Us | Advanced Search | Help
Home My PMI Who We Are Career Development Get Involved Resources Business Solutions Marketplace

Whew! What a great two days! I just got home from Montreal, Quebec, Canada, after attending a special Leadership Forum hosted by the Center for Association Leadership (CAL). It was a great program.

 

There was one speaker in particular that really "rocked my world" (altered my thinking) about understanding leadership. She was Dr. Barbara Kellerman. She holds an endowed chair at the John F. Kennedy School of Management, at Harvard University in Cambridge, Massachusetts, USA. She was phenomenal. Though she has written many books on leadership in the public sector, general leadership, women and leadership, and more, she is a thought leader in two areas: bad leadership and followership.

 

Yes, you read that right: bad leadership. She has studied and modeled bad leadership behavior, and talked about being sensitive to the associated traits and how to be self-correcting. However, what gave me an "A HA!" moment was the issue of whether or not our current teaching on leadership is working. The "leadership training industry" is built around the premise that you can easily "learn" how to be a good leader by reading a book, taking a course, or even participating in programs that assess comprehensively a person's tendencies to lead well (Myers Briggs® Type Indicator), sensitivity (Emotional Intelligence), or leadership abilities (Leadership Skills Inventory).

 

These are all well and good IF AND ONLY IF a person is willing to be altered. To some extent, the current leadership industry often thinks that people are either "blank slates" when it comes to leadership, or at least really willing to grow and change. Dr. Kellerman's presentation, however, goes beyond a willingness to learn. It means committing to being changed in some way that may very well be changing a whole-life tendency or approach. The examples of bad leaders that Dr. Kellerman gave, however, were individuals that actually exhibited extreme behaviors, in some cases sociopathic behaviors that are not easy to overcome, or are impossible to overcome.

 

For me, that means it isn't enough to think that we want to learn, but rather we need to yearn to be changed, altered - "adjusted" if you will - to a different model. That means we really have to be held accountable, personally, or through others to make sure that we do change. In fact, that may not be possible at all. The other issue she raised is that good leaders can turn bad when they are in a position far too long. They begin to believe that they know what is right and wrong, and may develop non-mission related goals. So, watch out for that!

 

Which brings up another issue that knocked me in the head: Leadership is systemic. That means a leader must have a system to operate in, people that follow or listen to direction, and one or more individuals who placed them in a leadership role, all of which may enable the behaviors, good and bad, to come out. The board of a company that doesn't react to bad leadership behaviors (e.g., Enron) may very well be as culpable as the CEO who pulled off the fraud. Employees, on the other hand, who don't use a whistleblower policy to report unethical behavior, enable the behavior to continue. We talked about the question of when a bystander should become an activist, and when they should support the leader, and how the transitions occur. It really pointed to the need for looking at leadership as organic, as an element of culture that determines all parts of the system. It was an incredible session. Look up her biography and consider getting her books.

 

More later.

I am just finishing up a three week, six city, five country trip through Europe. I must say it has been a great trip. I was drawn to Europe because of a series of PM forums and congresses. I met with professionals from nearly 40 countries and talked about the economy; project, program and portfolio management; and above all, how companies and governments are weathering the storm through a turbulent global economy.

 

However, one of the best parts of the trip was the short four day holiday with family and friends while I was in Europe. Yes, yes, yes...it was another motorcycle tour, with most of the same culprits from my tour following the 2008 Global Congress-North America. Nathalie Udo, outgoing president of the San Francisco Bay Area Chapter of PMI (born and raised in Holland) was the tour leader this time.

 

We drove through Germany, Netherlands, Luxembourg, and Belgium. Our starting point was in Amsterdam and the tour cities Included in Maastricht, Netherlands; Trier, Germany; Leuven, Belgium; and finally back to Amsterdam. The countryside, the motorcycles, the weather, and above all, the fellowship were all wonderful. It is always about the people, the friendships; the new memories really make the difference.

 

In seven years, I have visited nearly 60 countries, amassing nearly 1,500 days on the road. On each of these trips, I always discover things that are embedded in my memory forever. This trip was no different. One was personal transportation in this part of the world. In Holland, there are 650,000 bikes registered. Bicyclists, and bicycle lanes, were as common as cars and roads. The riders were in all sizes, shapes, dressed for work, play, and formal events, and carried everything conceivable with them. And, they commute in the rain or on sunny days, in warm weather, or when it is cold. They use clothes and layers to manage the weather.

 

There is nothing like it in North America. It was amazing. Now most people know that about Amsterdam and the Netherlands. However, in every country we drove through, there were well-maintained biking and hiking lanes all around: in the hills, the cities, the suburbs, and the countryside. Bicyclists, walkers, and hikers were commuting throughout. It was the alternative form of transport. It was carbon free transport, a very healthy carbon free transport.

 

Another thing had to do with the way that pedestrian expectations are managed in most places. In Germany, people wait at red traffic signals, even when there is no traffic coming. There is no impatience, "bolting" across the street; people stand and talk! (Go figure). In Philadelphia, Washington, D.C., California, and most other big U.S. cities, people wait for the chance and go! On the east coast of the U.S. it is almost a sport to see who wins in the crossing: the pedestrian or the vehicle.

 

Even the timers on the traffic signals are different in Europe. You know those big digital timers that are being placed with signals for pedestrians? In the U.S., they kick off when it is permissible for the pedestrians to cross. The time counts down until you have to run to save your life, when the numbers change from green to red. In your mind, the expectation is "time is running out"; I have to run! In Germany and Holland the timer only counts down the time until the light turns green and allows you to walk. In your mind, you are thinking "hey, I will get my chance soon; there is time in my future to cross." Very nice change!

 

However, don't get your hopes up... Italy is like a festival at every crossing. The lights are there for celebrating the latest holiday, and cars, scooters, and people mix like a grand fish stew. It never looks like it will work when you look at it, but when you taste it, it works perfectly.

 

It is interesting that we are all so different. The world has immense diversity, yet as we sit in a global recession, we recognize that no one is immune. Society, the planet, our economy... we are all linked.

 

Our ride was no different. It included individuals from Sweden, Holland, and the U.S. We differed in age, gender, industry, and jobs. We have met one another's parents and in some cases, children, shared about our lives and futures, and what we all believe in. All so diverse, like the countries and the landscapes we drove through; like the six languages spoken in those countries; and like the foods we ate along the way. Yet, it all started with two common passions: PMI and motorcycles. And now it has grown to include a third: friends.

 

How lucky I am.

 

More later.

OK, you may think I am a bit crazy, but I think we are missing a remarkable example of growth in Europe, because of all the publicity that has surrounded the chaotic and phenomenal growth in the United Arab Emirates (UAE).

 

I have been in Hamburg for a little over four days and have discovered a remarkable city with remarkable growth. It is the "greenest" city in Germany, with a green space ratio (planted space to built space) larger than any other city in Germany. It has a population of 1.7 million in the city, and 4.5 million in the metro area. It is only about 100km from the North Sea so it is a center for shipping and shipbuilding in Europe.

 

The Port of Hamburg is the second busiest (by cargo and shipping) in Europe, relinquishing the lead only to Rotterdam in Holland. It follows that it is the second largest duty free zone (but one of the oldest) as well. Over 10 million shipping containers (about 330 million tons) came through the harbor last year (this year, it is running about 10% down). The port is a maze of containers, ships and cranes.

 

It is also the home of Blohm + Voss shipbuilding, founded in 1877, and builder of some of the most notable vessels in history. Today, it boasts a portfolio of naval surface and subsurface vessels, and the world's largest and highest quality mega-yachts. Needless to say, Hamburg is a seafarer's city. I addressed the PM forum at the shipyard last week, which hosted the managers of the top 50 projects of the Technology Division of ThyssenKrupp worldwide.

 

However, it is also home to the largest urban development project in all of Europe. HafenCity is the former site of the largest and oldest harbor warehouse complex in Europe. Today, the area is under massive reconstruction, creating 5,500 new homes for 45,000 residents, a new Philharmonic Hall, and extensive space for retail and commercial businesses. The project is planned to continue through 2025, offering jobs and projects galore. There is a good bit of project work in that area.

 

So, when I think of my many trips to the Arabian Gulf, especially Dubai, it is not hard to see the parallels in Hamburg. So, I don't want to neglect the magnificent changes going here in Northern Germany. Hamburg is a vital and strategically important city to Germany and to Europe, and a wonderful city to visit. Man, I love this job!

 

More later.

About Greg Balestrero

President and CEO of Project Management Institute (PMI), Gregory Balestrero travels the world inspiring business executives and government leaders. Read More

Other PMI Blogs