Leadership & Projects Flashcards
What is you leadership style
Authentic
Empowering
Inclusive
Plus transformative for change and situational with ALBs
How do you lead projects
How would you sort out a major project
How would sort out the sponsorship of an ALB
Diagnosis - good look around: 1:1s, tell tales (cost control, H+S)
Authority - role clarity, delegations, op env
Build team - common purpose, incomplete Leader model
Capability - of ALB - what it needs to do, plans/timescales, alignment
Deliver - exceed expectations, collaborate, hold to account via Business Case: scope, schedule, cost, risk/issues, interfaces
Why would Sponsors and/or Sponsor teams listen to you?
Quality of advice and expertise Directorate can give
My personal credibility + expertise: DfT Sponsor thought leader
1) owning and championing the business case
2) Oversight of delivery
3) risks and interfaces
4) benefits reporting and realisation
5) change
Sponsor sets requirements, accountable, funding + power relationship
What will be your biggest leadership challenge in this role
What is your No. 1 priority
How will you make an impact across the Group and Dept
Building CAPABILITY in three dimensions concurrently:
Directorate good to great with change,
cross group integration
HS2 Ltd relationships and capability, whilst holding to account
And I have done this previously in HE set up: own Division, retiring governance and interfaces, building relationships and capability with ALB. Through situational leadership
Align to outcome of presentation
What support will you require
What would your ask of IPDC / ExCo be
Capability and resources for cross group integration
Lean 3 group governance and cross DfT eg CAB
Care with Delegations with OGDs: Treasury, CO
[As deputy Head of PD Profession] As part of HSMRP Group
Why haven’t you built capability already?
I have in my division - Incomplete Leader model
Led growth in Group capability: PD leadership development, hybrid Bill management, sponsorship and lessons expertise?
Recognised by my Director as having best relationship with HS2 Ltd
What is your approach to risk, issues, interdependency management
Culture, expertise and leadership is fundamental - not processes
My experience is that once known and captured, record R/I/I
Focus on upstream: Insights, horizon scanning, emerging threats
Focus on downstream: rigorous action planning, funding, blockers
I would lead a greater focus through a Business Partner approach
How have you addressed poor performance or a poor relationship with an ALB?
Rectified HE poor behaviours initially: ‘freedom!’
Through their Exec and Board, Ministers as last resort
HE BICC relationship and RIS1 reset - then through NAO & IPA: good
What makes you a good sponsor?
Behaviours: open, clarity, collaborative, win-win, transparency
Expertise: teach Sponsorship for PDDP, DfT lead on X Gov: function, incomplete leader model for gaps with three areas of expertise: PD, sector, CS
Culture: situational leadership approach (HE & HS2 Ltd), Dir feedback of best relationship with HS2 Ltd whilst holding them to account
What are the strengths and weaknesses in PD in DfT
And how will you work with IPA / IPA do differently
PDIP work post Crossrail: lots on upskilling capability, Now capacity: resources thinly spread as projects increase
Greater central function: staffed, rather than a hobby
Acceleration Unit - will help with Centre and pace/scrutiny balance
Drive through PD lessons strategy: I am leading
In 3 Rail Groups model: integration, governance, wiring and resource
IPA: critic or helper? Bring closer and seek their guidance, albeit understanding that can result in unhelpful briefing to their seniors
