Professional Leader Magazine: The Steve Jobs Issue

Nicholas C. Hill’s

£4.99 • Autumn/Winter 2022 • Issue 2

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PROFESSIONAL (adjective) relating to work that needs special training or education LEADER (noun) a person in control of a group, country, or situation © Cambridge University Press 2022

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Professional Leader Magazine Hill Training Ltd 5th Floor 167-169 Great Portland St. London W1W 5PF England, United Kingdom

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ABOUT PROFESSIONAL LEADER™ MAGAZINE

Nicholas C. Hill’s Professional Leader™ magazine is the new biannual digital publication that delivers essential lessons in leadership from the late masters of business, government, and nonprofit. Each issue is for leaders and managers, who want to influence output, growth, change, and culture.

ABOUT HILL TRAINING LTD

Hill Training facilitates your rapid transformation into a highly productive manager and influential leader, through ILM accredited masterclasses and 1-2-1 programmes. We help you achieve optimal performance, build human relations, and reach the top of your profession.

COPYRIGHT

Magazine articles, Professional Leader Principles quotes, and Professional Leader Laughs quotes copyright © Nicholas C. Hill, UK, 1996-2022. Magazine layout and design, front cover image and Thought Leader Tribute image copyright © Hill Training Ltd, 2020-2022. All rights reserved. Reproduction or resale in whole or in part by any means without written permission of the publisher is strictly forbidden. Additional photographs and illustrations used under license with copyright © Dreamstime, Shutterstock, and Fotolia.

DISCLAIMER

Hill Training Ltd and its employees or associates are not liable for any third party advertised product or content. We have taken reasonable care to ensure that all information contained within this publication is accurate at the time of production.

The reader accepts full responsibility for the practise of any advice contained within this publication and fully indemnifies the publisher against any direct loss or consequential loss resulting from adherence to any said advice.

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CONTENTS OF

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THOUGHT LEADER TRIBUTE

LESSONS IN LEADERSHIP FROM STEVE JOBS

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PROJECT MANAGEMENT FUNDAMENTALS

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COVER STORY

LETTER FROM THE AUTHOR & EDITOR

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LEADING WITH YOUR HEART

P A G E

P A G E

ABOUT THE AUTHOR & EDITOR

Essential Articles

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TIMELESS WISDOM FROM PETER DRUCKER

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AUTHOR & EDITOR ABOUT THE

MASTER COACH TRAINER OF SALES, LEADERSHIP & MANAGEMENT STRATEGY

NICHOLAS C. HILL FCMI • FInstLM • FIC

CAREER PROFILE I am the author, designer, and trainer of 22 ILM accredited courses at levels 3-7 in leadership and management and six courses in sales and customer service. As a senior learning and development director, I specialise in end-to-end design and delivery of results-driven instructor-led programmes. Training is classroom-based, via live video conferencing, or blended learning. For 26 years, I have delivered training for hundreds of SMEs and corporations, in 307 business sectors, improving productivity by 104%, net profit by 26%, efficiency by 19%, and achieving a 4.8-star rating from 1,837 online reviews.

CORE SKILLS • • • • • • •

Senior Leadership and Management Training Executive Coaching and Mentoring Training Course Research and Development Training Course Workbook Authoring C-Suite Presentation Skills Skills Diagnostic Assessments Business Operations and Administration

• • • • • • •

Senior Sales and Customer Service Training Learning and Development Strategy Training Course Design and Tailoring E-Learning and Blended Content Development Boardroom Stakeholder Facilitation Team Leadership and Recruitment Sales, Marketing, Account Management

CAREER SUMMARY

DATES: 2004 - Present Day COMPANY: Hill Training Ltd (Incorporated 2008) POSITION: Managing Director SERVICES: Leadership, Management, and Sales Training OUTLINE I design and deliver leadership, management, and sales courses for cohorts averaging 12 delegates. Most classes are 14 CPD hours spread over two days. I generated and managed hundreds of satisfied clients which include ABN AMRO, Anglian Water, BUPA, Chubb Insurance, Domino Printing, Estée Lauder, EY (Ernst & Young LLP), Hasbro, Herbert Smith Freehills LLP, Legal and General Plc, Masco UK Window Group, Neal and Massy, NHS, P&O Ferrymasters, Oxford University Press, Premium Credit Ltd, Reed Recruitment Plc, Suez, University of Glasgow, University of the West of England, Voyage Care, and many more.

KEY RESPONSIBILITIES • Conduct, review, and compile diagnostic skills assessments for all course participants • Research and develop tailored training courses to meet client requirements and align with KPIs • Author and design 100-page full-colour course participant workbooks for each two-day course • Deliver face-to-face training courses in the classroom, via live video conferencing, e-learning, and blended learning • Deliver 1-2-1 programmes and executive coaching sessions for senior management and C-level delegates • Author and publish in-house leadership and management electronic magazine to supplement training courses • Record and publish leadership and management webinars to supplement training courses • Account management, sales, marketing, procurement, bookkeeping, invoicing, training records, and recruitment KEY ACHIEVEMENTS • I trained 32 managers and sales professionals for Playson Ltd over two and a half years, achieving 1654 cumulative CPD hours. Feedback continues to be ‘excellent’ and ‘outstanding’ in all nine categories, resulting in increased team performance, productivity, and efficiency across all five departments.

• I improved net profit by 26% for Medivet (Stocton). I improved sales by 37% and productivity by 104% for Vimer UK Ltd. • I improved performance by 44%, productivity by 29%, and efficiency by 19% for Magenta Living Housing Association.

• I have Interviewed many celebrity leaders, including One Minute Manager Ken Blanchard; Motivational Speaker Nick Vujicic; Environmental Attorney Erin Brockovich; Rich Dad Robert Kiyosaki; and Millionaire Maker Richard Denny.

• I achieved a 4.8-star rating from 1,837 reviews on FindCourses.co.uk over ten years.

Contact Nicholas for all your learning and development requirements on sales@hilltraining.com 8

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AUTHOR & EDITOR LETTER FROM THE

MASTER COACH TRAINER OF SALES, LEADERSHIP & MANAGEMENT STRATEGY

NICHOLAS C. HILL FCMI • FInstLM • FIC

Welcome to Issue Two of Professional Leader™ The personal computer visionary, Steve Jobs, revolutionised several industries during his lifetime, including personal computing, telephony, publishing, music, and retail. We discuss ideas from his biography, written by Walter Isaacson. Taking a fresh spin on Job’s philosophy, In Learning to Think Different, I share 14 principles which reflect his work ethic, including, Be Decisive, Keep it Simple, Assume Responsibility, Innovate in the Gap, and Create Insanely Great Products. Learn essential lessons in leadership in this cover story.

You need to complete the project, but time is waning, and your team is whining! When the pressure is on, and you need to complete your work, you do not have the time to discuss your team’s personal issues, but should you ignore them? In Leading With Your Heart, learn the difference between heartless and warmhearted leadership, as well as the results you will achieve from either style.

If you sometimes miss the deadline or go over budget, you could be lacking in valuable tools that can support you. Project managers tell you how to realise your vision. Skilled project managers maximise efficiency and productivity in the achievement of all tasks. In Project Management Fundamentals, you will get a snapshot of your needed skills.

In Management by Objectives, you learn timeless wisdom from the former American management consultant, educator, and author, Peter Drucker. During his lifetime, he authored 39 books translated into more than thirty-six languages. He pioneered solutions to modern business problems through philosophical and practical strategies. We explore some of the principles he endorsed, such as how to create satisfied customers, promote knowledge, uphold equality, and achieve success.

Therefore, I am pleased to present to you Issue 2 of Professional Leader Magazine and hope that it provides tools that take you through the rest of the year!

Enjoy reading!

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Leading

Heart

With your

by Nicholas C. Hill

YOU NEED TO COMPLETE THE PROJECT, BUT TIME IS WANING, AND YOUR TEAM IS WHINING. 14

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Embracing the Human Element

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ou need to complete the project, but time is waning, and your team is whining.

Do you address the human issues or dismiss them and get straight down to business?

During a workplace meeting, a heartless leader places efficiency and productivity before the welfare of team members, deeming personal concerns as trivial. On the other hand, a warmhearted leader tackles any immediate

WARMHEARTEDNESS ENTAILS GIVING ATTENTION TO TEAM MEMBERS’ INDIVIDUAL AND COLLECTIVE WELL-BEING WITHOUT NEGLECTING ORGANISATIONAL MATTERS.

BOTH WARMHEARTEDNESS AND HEARTLESSNESS ARE ATTITUDES WHICH GOVERN YOUR THINKING, EMOTIONS, AND BEHAVIOUR.

personal issues before shifting the attention to project work.

Collective Well-Being While the former leader strives to cover pressing workplace concerns as quickly as possible, the latter takes time to prioritise team members’ mental and emotional health, despite time constraints. In this example, warmheartedness entails giving attention to team members’ individual and collective wellbeing without neglecting

organisational matters.

Heartlessness, meanwhile, puts sole emphasis on business performance.

Developing Your Attutude As a leader, you must decide what attitude you need to develop to fulfil your mission.

Both warmheartedness and heartlessness are attitudes which govern your thinking, emotions, and behaviour.

Therefore, your state of mind precedes your physical expressions.

Heartless Leadership Heartless directives may sustain your workplace production short-term, but this approach is an unsustainable management practice. Even if this strategy allowed you to maximise productivity for a while, its consistent execution would force your people to regress, causing your performance curve to dive eventually. Worst of all, heartlessness can push your team members to resign. A heartless attitude disconnects

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Warmhearted Leadership

THE HEARTLESS LEADER FAILS TO CONSIDER THAT THE ABSENCE OF COMPASSION IS A COUNTERPRODUCTIVE STRATEGY THAT LEADS TO TEAMS EITHER BURNING OUT OR WALKING OUT.

you from your colleagues and causes breakdowns in communication due to team members viewing you as aloof, which prevents them from receiving and responding positively to your feedback.

Counterproductive Strategies The heartless leader fails to consider that the absence of compassion is a counterproductive strategy that leads to teams either burning out or walking out. Unresolved personal issues hamper long-term performance, which the heartless leader perpetually ignores.

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Even the most skilled people on your team doubt their ability sometimes, which leads to reduced productivity due to a hesitant approach to project work.

Warmhearted leadership

empathy when struggling and offers encouragement and praise when performing well.

Trust and Rapport Warmhearted leaders strive to meet the human needs of team members. They

THIS APPROACH EXPRESSES SENSITIVITY AND EMPATHY WHEN STRUGGLING AND OFFERS ENCOURAGEMENT AND PRAISE WHEN PERFORMING WELL. provides emotional support throughout their learning curve. This approach expresses sensitivity and

recognise that their people do not merely serve the organisation; instead, they are the organisation. You

WARMHEARTED LEADERS STRIVE TO MEET THE HUMAN NEEDS OF TEAM MEMBERS. THEY RECOGNISE THAT THEIR PEOPLE DO NOT MERELY SERVE THE ORGANISATION; INSTEAD, THEY ARE THE ORGANISATION.

Start leading with your heart today with Hill Training Ltd. Contact us now: sales@hilltraining.com +44 (0)345 678 9900 leaderelevation.com nicholashill.com Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

Visit our YouTube channel to sample some of our live masterclasses. Go to youtube.com/nhill

YOU CREATE A FOUNDATION FOR TRUST AND RAPPORT

BY NURTURING WARMHEARTEDNESS, WHICH BOOSTS TEAM MORALE AND IMPROVES COMMUNICATION.

create a foundation for trust and rapport by nurturing warmheartedness, which boosts team morale and improves communication.

Conclusion After two and a half decades of developing leaders and managers, I have learned that, in most cases, people do not leave organisations. People leave people. If you want your team to fulfil your long-term goals, start leading with your heart.  PROFESSIONAL LEADER™

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NICHOLAS C. HILL’S ISSUE 2 COVER STORY

LESSONS IN LEADERSHIP FROM The

Visionary PERSONAL

Lessons in Leadership from

COMPUTER

STEVE JOBS 22

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LEARNING

THINK Different to

STEVE JOBS REVOLUTIONISED SEVERAL INDUSTRIES DURING HIS LIFETIME, INCLUDING PERSONAL COMPUTING, TELEPHONY, PUBLISHING, MUSIC, AND RETAIL.

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Lessons in Leadership From Steve Jobs, by Nicholas C. Hill Revolutionising Industry

S

teve Jobs revolutionised several industries during his lifetime, including personal computing, telephony, publishing, music, and retail. From his humble beginnings, working in his parent’s garage in 1976, to his

death in 2011, Jobs became a modern-day icon on par with innovators such as Sir Thomas Edison and Sir Henry Ford.

Driven by Perfectionism Steve Jobs acted as if commercial rules did not apply to him. Apple’s ‘Think Different’ commercial in

USING A WHITEBOARD, JOBS WOULD ASK, ‘WHAT ARE THE TEN THINGS WE SHOULD BE DOING NEXT?’

‘THE PEOPLE WHO ARE CRAZY ENOUGH TO THINK THEY CAN CHANGE THE WORLD ARE THE ONES WHO DO.’ 1997 communicated the philosophy, ‘the people who are crazy enough to think they can change the world are the ones who do.’

He worked with a sense of passion, putting heart and soul into his work. His dogged determination and tenacity were characteristics of a man driven by perfectionism.

Overruling Objections Jobs enjoyed rewarding his top 100 employees annually by taking them away to a retreat. Using a whiteboard, Jobs would ask, ‘What are the ten things we should be doing next?’ Fighting over whose answers were best, Jobs would shut down the discussion

by crossing out any ‘dumb’ ideas and then tell them that only three were possible.

In doing so, Jobs controlled the brainstorming session and solicited great ideas from his team but overruled any objections to his final decision, demonstrating his autocratic leadership style.

However, there were other attributes to his leadership that I will acknowledge here as lessons from which we can all learn.

1. Be Decisive Overruling your manager’s decisions can be daunting and dangerous. However, Jobs

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communicated to his team what not to do and what to do. In 1997, Apple had several desktop computer versions in the marketplace. Following various reviews, Jobs made the executive decision to pull all products except just four that he wanted to pursue, much to the astonishment of his team. His reasoning was to prevent turning out merely adequate products.

2. Keep it Simple Jobs had a knack for getting rid of the clutter. A minimalist approach was vital in his hardware, software, and packaging. Jobs lived the concept of ‘less is more’.

Apple’s first brochure professed, ‘simplicity is the ultimate sophistication’.

However, the simple

APPLE’S FIRST BROCHURE PROFESSED, ‘SIMPLICITY IS THE ULTIMATE SOPHISTICATION’. removal of unnecessary or cumbersome gadgets was not the priority. Instead, working with Sir Jonathan Paul Ive, Apple’s industrial and product designer, their task was to understand the complexity and resurface with simplicity.

When developing the iPhone, Jobs wanted to remove the on/off button and find what he wanted within three clicks.

3. Assume Responsibility Jobs held full responsibility for the consumer experience.

If the customer was

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JOBS HELD FULL RESPONSIBILITY FOR THE CONSUMER EXPERIENCE. IF THE CUSTOMER WAS UNHAPPY, IT WAS SOMETHING HE MUST FIX.

unhappy, it was something he must fix. This demand for customer satisfaction saw Jobs overseeing the product development, the purchase in the Apple Store, and the user feedback. Job’s expression, ‘the whole widget,’ referred to awareness of the complete package. While others might have labelled Jobs a control freak for such scrutiny, his willingness to handle the goods from beginning to end demonstrated his pursuit of excellence.

4. Innovate in the Gap Upon launching the first iMac, Jobs realised that he had overlooked the consumer need to burn music to CDs. The original iMac did not have a CD drive that offered this service. However, Windows customers were able to achieve this end. Rather than launch a new model, Jobs devised the idea for iTunes and the iTunes Store, where users could keep their music in what people were beginning to call the ‘cloud’

Continued on page 34

THEIR TASK WAS TO UNDERSTAND THE COMPLEXITY AND RESURFACE WITH SIMPLICITY.

WHILE OTHERS MIGHT HAVE LABELLED JOBS A CONTROL FREAK FOR SUCH SCRUTINY, HIS WILLINGNESS TO HANDLE THE GOODS FROM BEGINNING TO END DEMONSTRATED HIS PURSUIT OF EXCELLENCE.

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JOBS BELIEVED CONSUMERS DON’T KNOW WHAT THEY WANT UNTIL THEY SEE IT.

Continued from page 27

FROM THE OUTSET IN THE EARLY 1980S, JOBS WANTED TO MAKE ‘INSANELY GREAT’ PRODUCTS AND REFUSED TO COMPROMISE ON QUALITY. 34

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and then download it to their devices. Then came the iPod, which Apple soon succeeded with the smartphone.

5. Create Insanely Great Products From the outset in the early 1980s, Jobs wanted to make ‘insanely great’ products and refused to compromise on quality. However, the cost of the early Macintosh was far too high and led to Jobs’ dismissal. His successor, John Sculley, placed profit before product and contrary to his mission, the company

was soon in decline. When Jobs returned to Apple, he redirected the company’s attention to product development, coming up with the iMac, PowerBook, iPod, iPhone, and the iPad. Jobs believed that engineering came second place as soon as sales and marketing led the company. The customer is not blind to these priorities either.

6. Meet Needs Creatively Jobs believed consumers don’t know what they want until they see it. If Henry Ford had asked people what they

wanted, they would have replied, ‘a faster horse’, Jobs said. He cared more about satisfying customers’ needs than knowing what they wanted. He knew that creating what they wanted took away the need to innovate because

carry your CD collection everywhere you go.

7. Create New Realities Frustrated with the loading time of Macintosh’s operating system, Jobs confronted

CREATING WHAT THEY WANTED TOOK AWAY THE NEED TO INNOVATE BECAUSE THE CUSTOMER ENVISAGES THE IDEA.

the customer envisages the idea. In 2001, speaking at the Town Hall auditorium at Apple’s former Infinite loop headquarters, Jobs pulled an iPod from his pocket and said, ‘1,000 songs in your pocket.’

The iPod met the need to

his systems engineer Larry Kenyon and demanded the loading speed be reduced by ten seconds, asking Kenyon to think as if someone’s life depended on it. To clarify his point, he calculated the daily wasted time of five million

JOBS PULLED AN IPOD FROM HIS POCKET AND SAID, ‘1,000 SONGS IN YOUR POCKET.’ PROFESSIONAL LEADER™

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Mac users! Kenyon embraced the challenge and reduced the loading time by 28 seconds.

Jobs’ desire to make the impossible possible was his

creation of the first Macintosh in 1984, Jobs insisted on getting the packaging design right. Decades later, when developing the box for

JOBS BECAME SO OBSESSED WITH THE RITUAL OF UNBOXING THE PRODUCT THAT HE EVEN PATENTED THE DESIGN. ‘Reality Distortion Field’, a phrase from Star Trek.

8. Polish First Impressions Taking lessons from a former mentor, Mike Markkula, Jobs learned that people judge a book by its cover, whether we like it or not. Even during the

36

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the iPod, Jobs became so obsessed with the ritual of unboxing the product that he even patented the design.

Creating the small handle on top of the iMac was a feature which Jobs believed communicated a message of ergonomics and lessened the fear of the machine.

JOBS’ DESIRE TO MAKE THE IMPOSSIBLE POSSIBLE WAS HIS ‘REALITY DISTORTION FIELD’, A PHRASE FROM STAR TREK.

tolerated mediocre team output. He did not like to beat around the bush when providing feedback. Instead, if he didn’t like something, he would be direct, regardless of how others might receive his criticism. Jobs was aware of his directness and how it could offend some people.

Still, he quickly dismissed the alternative by referring to himself as a middle-class Californian who didn’t know any better.

11. Inspire Individual thinking Jobs hated formality which diluted creativity and individual thinking.

This hatred extended to PowerPoint, which he believed impeded the presenter’s independent review. Jobs preferred face-

Continued on page 42

TO ANYONE WHO DISAGREED, HE WOULD HAND OUT GUNS SO THEY COULD SHOOT HIM! 9. Pursue Excellence When developing the iPhone, Jobs approached Jonathan Paul Ive, saying he had lost sleep over his lack of love for the product. Ive agreed. To the horror of the engineering team, Jobs said that they were going back to the drawing board and to anyone who disagreed, he would hand

out guns so they could shoot him! The iPad also endured similar redevelopment. Jobs wanted a device that the user could scoop up in their hands and carry easily, unlike the ordinary laptop.

10. Shun Mediocrity Jobs avoided the ‘bozo explosion’, a concept that

IF HE DIDN’T LIKE SOMETHING, HE WOULD BE DIRECT, REGARDLESS OF HOW OTHERS MIGHT RECEIVE HIS CRITICISM. PROFESSIONAL LEADER™

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I now have many available options at hand to achieve wonderful results with my team.

M. Bozina Salon Manager GINA CONWAY AVEDA SALONS 40

The course was simply fantastic...I can now manage performance and enforce genuine KPIs. L. Gully Head of Sport UNIVERSITY OF THE WEST OF ENGLAND

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4. Course design must be on topics related to leadership, management, sales, marketing, or customer service 5. Bookings can be for any Hill Training course delivered as an in-house/closed classroom/VC event for two or more delegates.

PROFESSIONAL LEADER™ 6. Bookings must be received before voucher expiry date and course delivery must be within 12 months of booking.

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JOBS PREFERRED FACETO-FACE MEETINGS WHERE TEAMS WOULD THRASH OUT IDEAS AND DEMONSTRATE THEIR GENIUS.

Continued from page 37 to-face meetings where teams would thrash out ideas and demonstrate their genius. He thought digital communication was killing the spirit of human interaction. He even designed the Pixar building to inspire periodic team meetings in a captivating environment.

12. Look Down and Ahead Unlike many C-Level executives, Jobs was not only a visionary but also a technician, which meant he could see the big picture and the tiniest of details.

Moreover, he knew how to pursue both. This ability to switch from general to specific is rare as it involves a different attentional state and cognitive processing. For Jobs, building an international dream while concerning himself with which screws 42

PROFESSIONAL LEADER™

to use to close the iPad casing was testimony to his personality.

geeks. While technologists Bill Gates and Steve Wozniak may have exceeded Job’s technical

HE COULD SEE THE BIG PICTURE AND THE TINIEST OF DETAILS. MOREOVER, HE KNEW HOW TO PURSUE BOTH. 13. Combine Art with Science Learning from Edwin Land, Jobs stood at the door between the humanities and sciences. With fingers in both pies, he was able to create machines that met the need of the people rather than devices that were cool only to

abilities, Jobs was able to deliver aesthetics and art as poetically as Edgar Allan Poe. Even when he died, he dreamed of transforming the world of digital photography and television.

14. Break the Rules The slogan ‘Stay Hungry.

Stay Foolish’, often attributed

HE WAS ABLE TO CREATE MACHINES THAT MET THE NEED OF THE PEOPLE RATHER THAN DEVICES THAT WERE COOL ONLY TO GEEKS. to Jobs, was a motto he liked and had appeared on the back of a magazine to which he subscribed, Stewart Brand’s Whole Earth Catalog. Influenced by the anti-authoritarian culture of the 60s and 70s, the hacker PROFESSIONAL LEADER™

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wave of Silicon Valley, and Buddhist teachings, Jobs was an embodiment of the hippy, technologist, and spiritual seeker. Even the apple logo depicting the bite taken out is a Garden of Eden metaphor illustrating the rebel in Jobs.

In conclusion, if you want lessons in leadership from the late Steve Jobs, then learn to: 1.

Be Decisive 2.

Keep it Simple 3.

Assume Responsibility

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.



Innovate in the Gap Create Insanely Great Products Meet Needs Creatively Create New Realities Polish First Impressions Pursue Excellence Shun Mediocrity Inspire Individual thinking Look Down and Ahead Combine Art with Science Break the Rules

JOBS WAS AN EMBODIMENT OF THE HIPPY, TECHNOLOGIST, AND SPIRITUAL SEEKER.

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THE SLOGAN ‘STAY HUNGRY. STAY FOOLISH’, OFTEN ATTRIBUTED TO JOBS, WAS A MOTTO HE LIKED AND HAD APPEARED ON THE BACK OF A MAGAZINE TO WHICH HE SUBSCRIBED.

Learn to think and lead differently with Hill Training Ltd. Attend any of our 22 masterclasses today: nicholashill.com Contact us now for further details: sales@hilltraining.com +44 (0)345 678 9900 Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

Visit our YouTube channel to sample some of our live masterclasses. Go to youtube.com/nhill

EVEN THE APPLE LOGO DEPICTING THE BITE TAKEN OUT IS A GARDEN OF EDEN METAPHOR ILLUSTRATING THE REBEL IN JOBS.

JOBS HATED FORMALITY WHICH DILUTED CREATIVITY AND INDIVIDUAL THINKING. PROFESSIONAL LEADER™

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You helped me to understand and deal with the behaviour of negative and HOSTILE PEOPLE. R. Raza Sales Manager GOODWIN INTERNATIONAL LTD 48

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4. Bookings can be for any Hill Training keynote speech in leadership, management, sales, or customer service.

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PROJECT

Management

FUNDAMENTALS

by Nicholas C. Hill

SKILLED PROJECT MANAGERS MAXIMISE EFFICIENCY AND PRODUCTIVITY IN THE ACHIEVEMENT OF ALL TASKS.

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Achieving Your Vision

P

roject management enables you to achieve your vision.

The vision tells you what you want. Therefore, the vision must precede the project, or you will hit targets that you never really wanted in the first place! Project managers then tell you how to realise the vision. Skilled project managers maximise efficiency and productivity in the achievement of all tasks.

The Industrial Revolution The need for project management accelerated in the twentieth century due to pressures brought on by the industrial revolution.

By the 1950s, managers grasped its significance to their operations and changed routine managerial responsibilities. Organisations began assigning projects to relevant departments with tighter procedures.

THE NEED FOR PROJECT MANAGEMENT ACCELERATED IN THE TWENTIETH CENTURY DUE TO PRESSURES BROUGHT ON BY THE INDUSTRIAL REVOLUTION.

This approach gave rise to an interconnected system of project management and network communication, which led to greater efficiency.

Today, government, science, technology, and commerce adopt this approach.

Six Primary Phases The Six primary phases of project management include initiation, definition, design, development,

YOU CAN TRACK AND EVALUATE PROCEDURES USING STRUCTURAL WORK FLOWS, GANTT CHARTS, AND PERT CHARTS. implementation, and followup. You can track and evaluate procedures using Structural Work Flows, Gantt Charts, and Pert Charts. However, your chosen tools depend on project requirements and do not provide guarantees. Only your disciplined efforts will produce success.

Irrecoverable Losses Fundamental project management skills include goal setting, decision making, risk analysis, preplanning, strategic planning, and reviewing. Neglecting any of the above will hinder the success of your projects. I have worked with some small PROFESSIONAL LEADER™

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AFTER ALL, IT’S THE RESULT YOU ARE AFTER, SO KEEP YOUR EYES FIXED ON THE PRIZE. business owners who have made irrecoverable losses by launching projects before doing their homework. Learn from their mistakes and do it right.

Lacking Sufficient Experience Due to budgetary constraints, assigning dedicated internal or external project managers 52

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is not always possible.

Instead, you may use existing line managers to supervise large projects. However, if these managers lack sufficient experience or skills in project management, then training is necessary. In the absence of outsourced courses or mentoring, the newly appointed project manager will at least need internal one-to-one mentoring, or

IF THESE MANAGERS LACK SUFFICIENT EXPERIENCE OR SKILLS IN PROJECT MANAGEMENT, THEN TRAINING IS NECESSARY.

ASSIGNING DEDICATED INTERNAL OR EXTERNAL PROJECT MANAGERS IS NOT ALWAYS POSSIBLE. the project will not yield the desired results.

The Strategic Project Cycle Your aim is the successful fulfilment of your projects.

After all, it’s the result you are after, so keep your eyes fixed on the prize. Learn and follow a strategic project cycle, use appropriate tools, and develop your skills to achieve consistent success.

However, if you choose to manage projects without these prerequisites, you could quickly find yourself in deep water without any breathing apparatus. 

Develop your project management skills today with Hill Training Ltd. Contact us now: sales@hilltraining.com +44 (0)345 678 9900 leaderachievement.com nicholashill.com Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

IF YOU CHOOSE TO MANAGE PROJECTS WITHOUT THESE PREREQUISITES, YOU COULD QUICKLY FIND YOURSELF IN DEEP WATER WITHOUT ANY BREATHING APPARATUS. PROFESSIONAL LEADER™

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ACHIEVEMENT P R O J E C T

M A N A G E M E N T

DAY ONE

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Igniting Project Innovation Innovation  Goal Setting  Visioning  Decision Making  DAY TWO

Realising Project Vision

TM

Risk Analysis  Preplanning  Strategic Planning  Project Reviewing 

Enlightening and outstanding...helped me to innovate, plan, and solve problems within projects.

P. Smith Managing Director EJ GROUP INC. 56

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We now know how to keep projects on track, hold reviews, and make corrections.

H. Doward Group Operations Director HUGHES TV & AUDIO LTD

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3 FOR 2 So Who Gets The Free Enrolment?

Team Members • Colleagues • Clients • Suppliers Partners • Associates • Friends • Family • Spouse Dž Support a friend: Help a friend to step up to the next level of leadership and management Dž Donate to charity: Support the directors of your favourite charity with training and development Dž Split three ways: Pay for only two enrolments and then divide the fees between the three of you Dž Keep it for yourself: Keep the free enrolment for yourself and enrol your colleagues at list price

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57

NICHOLAS C. HILL’S THOUGHT LEADER TRIBUTE

TIMELESS WISDOM FROM

P

The

MANAGEMENT OBJECTIVES eter rucker of

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Inventor

D by

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MANAGEMENT by

OBJECTIVES Timeless Wisdom from Peter Drucker, by Nicholas C. Hill

DURING HIS LIFETIME, PETER DRUCKER AUTHORED 39 BOOKS TRANSLATED INTO MORE THAN THIRTY-SIX LANGUAGES. 60

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Remembering The Legend

B

orn in Austria on November 19, 1909, Peter Ferdinand Drucker was an American management consultant, educator, and author. He pioneered solutions to modern business problems through philosophical and practical strategies. Drucker’s books and scholarly articles explored how you must organise and strategise to reach your business, governmental, and non-

profit goals. Drucker coined the term ‘Knowledge Worker’ and later in his life considered productivity to play a significant role in management practice. During his lifetime, Peter Drucker authored 39 books translated into more than thirty-six languages.

Valuing Character and Performance In the 1940s, he moved into business consulting.

General Motors, a recognised business giant, invited him

to conduct an industrial audit. In 1946, based on his GM observations, he wrote his debut publication entitled Concept of the Corporation. He highlighted that your highest quality as an executive is to assess individuals based on their character and performance.

where he openly expressed the importance of discipline.

Hiring Knowledge Workers

Having Faith in Discipline During the 1950s, he taught management practice at New York University, which gave him an enriched and fulfilling

In 1959, he coined the term ‘Knowledge Worker’ to honour workers who had expertise in their job, surpassing the senior

HE BELIEVED THAT PERSONNEL ARE THE GREATEST ASSET A BUSINESS HOLDS. experience of 21 years in teaching. He also practised as a formal consultant, taking up crucial assignments with companies like Sears Roebuck and IBM. In 1954, he wrote, The Practice of Management,

management who employed them. He believed that personnel are the greatest asset a business holds, which requires a long-term investment to sustain these knowledge reservoirs.

HE HIGHLIGHTED THAT YOUR HIGHEST QUALITY AS AN EXECUTIVE IS TO ASSESS INDIVIDUALS BASED ON THEIR CHARACTER AND PERFORMANCE. PROFESSIONAL LEADER™

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for Results, The Effective Executive and The Age of Discontinuity.

Creating Satisfied Customers By the 1970s, he had compiled a magnum opus entitled Management: Tasks, Responsibilities, Practices.

The book served as a guide for many executives for generations, providing excellent advice for non-profit executives and government authorities. He often maintained that your business must serve its purpose to create satisfied customers and attain their loyalty and trust.

Becoming an Effective Executive In the 1960s, he received New York University’s Presidential Citation, which is its highest

honour. He published a classic management book entitled The Effective Executive in 1966. Famous books credited to the author in the 1960s were Managing

HE RECEIVED NEW YORK UNIVERSITY’S PRESIDENTIAL CITATION. 62

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THE BOOK SERVED AS A GUIDE FOR MANY EXECUTIVES FOR GENERATIONS, PROVIDING EXCELLENT ADVICE FOR NON-PROFIT EXECUTIVES AND GOVERNMENT AUTHORITIES.

Promoting Knowledge and Service During the 1980s, he continued his role in actively teaching and engaging his students to become efficient managers while also offering his consulting services.

He also encouraged the

knowledge and selfless service. During this period, he authored Managing in Turbulent Times, The Changing World of the Executive, Innovation and Entrepreneurship, and The New Realities and Frontiers of Management.

YOUR BUSINESS MUST SERVE ITS PURPOSE TO CREATE SATISFIED CUSTOMERS. establishment of non-profit institutions to serve society through active volunteerism to promote the faculty of

Continued on page 68

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PROJECT WORLDWIDE MANAGEMENT MASTERCLASSES SKILLS FOR IN PERSON SENIOR OR MANAGERS ONLINE

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T I M E

M A N A G E M E N T

DAY ONE

Detonating Time Efficiency

TM

Task Prioritising  Task Scheduling  Task Management  Overcoming Procrastination 

DAY TWO

Maximising Workplace Resources

TM

Email Management  Meeting Efficiency  Streamlining Processes  Resource Investment 

Your tools helped me focus on tasks most likely to contribute to our future business success.

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...excellent course. I can now prioritise, plan, and manage my week efficiently.

B. Richard Vice President & GM EMEA ESTÉE LAUDER COMPANIES

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67

Continued from page 63 Serving Until the End In 1999, he founded a new centre named Drucker Archives, with Drucker authoring around ten new books during this period.

Some famous titles from the author’s table were Managing the Non-profit Organisation, Managing for the Future, Managing in a Time of Great Change, Drucker on Asia and Management Challenges for the 21st Century. He gave his last lecture in 2002, at 93 years.

YOU CANNOT ACHIEVE SUCCESS WITHOUT FAILURE BECAUSE THE TWO CONCEPTS DO NOT WORK IN ISOLATION. Achieving Success

PETER DRUCKER BELIEVED THAT YOU MUST CONTRIBUTE TO SOCIETY BY SHARING YOUR KNOWLEDGE IF YOU WANT BUSINESS SUCCESS. 68

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Peter Drucker believed that you must contribute to society by sharing your knowledge if you want business success.

He purported that failure supported success and that there is no clear strategy for achievement. Moreover, you cannot achieve success without failure because the two concepts do not work in isolation; instead, they complement. He stated that failure, in retrospect, was necessary to help you contribute to society by teaching the lessons life has taught you. In the same vein, you ought to choose a career where you can challenge yourself, accomplish feats, and garner respect from

society through a social undertaking.

Promoting Innovation Drucker believed innovators continually seek knowledge in a specialised area of interest and then challenge existing paradigms. They exercise immense focus and commitment to innovative accomplishments. Without these critical values, talent and knowledge will not suffice. He also outlined the need to avoid procrastination, which disrupts production.

CHOOSE A CAREER WHERE YOU CAN CHALLENGE YOURSELF, ACCOMPLISH FEATS, AND GARNER RESPECT FROM SOCIETY THROUGH A SOCIAL UNDERTAKING.

Upholding Equality Drucker also expressed displeasure with many C-level executives who received unjustifiable lump sums, pay scales, and positions. These senior leaders enjoyed riches while deterring ordinary workers from climbing the ranks. In his last few years, he faced criticism for his remarks on this subject as sloppy and contrary to facts.

In some business circles, this view of Drucker made him pursue not-for-profit interests

INNOVATORS CONTINUALLY SEEK KNOWLEDGE IN A SPECIALISED AREA OF INTEREST AND THEN CHALLENGE EXISTING PARADIGMS. PROFESSIONAL LEADER™

69

instead and steer away from corporations that were undermining him with their harsh criticism.

In his service to management, Drucker advised: • to put the worker before profit and production • to respect and develop a community based on values • to find opportunities in the problems that you face • to recruit the best people

• •

for the organisation to remain on the same page with your customers to measure and redefine your competitive advantage

Putting People First Drucker introduced the concept of decentralisation in the 1940s, which is concerned with outsourcing specialist services, and the reassignment of decision-

DRUCKER INTRODUCED THE CONCEPT OF DECENTRALISATION IN THE 1940S.

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HE EMPHASISED THE NEED TO REGARD YOUR EMPLOYEES AS ASSETS AND PROVIDE THEM WITH YOUR CONTINUAL RECOGNITION AND ENCOURAGEMENT.

innovation. He opened the doors of wisdom to his students who sort his knowledge and expertise on the subject of management.

Since he died in 2005, the world has been awaiting his replacement.  Start managing by objectives today with Hill Training Ltd. Contact us now: sales@hilltraining.com +44 (0)345 678 9900 leaderefficiency.com nicholashill.com Book your FREE 30 minutes diagnostic consultation with Nicholas C. Hill today. Quote ‘Professional Leader’ to redeem your booking.

ORGANISATIONS DO NOT NEED CHARISMATIC LEADERS BUT LEADERS WHO SUBSCRIBE TO CORE PRINCIPLES THAT FOSTER GROWTH AND INNOVATION.

making authority. This concept governs most corporations today. He emphasised the need to regard your employees as assets and provide them with your continual recognition and encouragement. Rather than limiting praise to only corporate leaders, Drucker advised that staff also receive credit for their contributions.

He recognised the importance

of offering exceptional service to your customers. He also argued that organisations do not need charismatic leaders but leaders who subscribe to core principles that foster growth and innovation.

Seeking Wisdom Peter Drucker’s work was instrumental in Western organisational growth and

HE OPENED THE DOORS OF WISDOM TO HIS STUDENTS WHO SORT HIS KNOWLEDGE AND EXPERTISE ON THE SUBJECT OF MANAGEMENT. PROFESSIONAL LEADER™

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P. Gall General Manager P&O FERRYMASTERS LTD

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K. Milner Portfolio Director OXFORD UNIVERSITY PRESS

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L. Gully Deputy Head of Sport UNIVERSITY OF THE WEST OF ENGLAND

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N. Pritchard Commercial Manager COBHAM PLC

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W. McFadden Group Financial Controller VOYAGE CARE LTD

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S. Carrodus-Hill Senior Business Consultant HAMPTONS INTERNATIONAL

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