Project Leadership for Energy Transition

I often feel ambivalent about leadership training: Much is written and expounded, but all leadership models are wrong, although some may be useful for a while. Given the messy, complex reality of managing people, tasks, companies, authority, and power – can we really identify specific leadership approaches or traits that work across different scenarios? I’m also highly sceptical of hero leadership, even though its appeal still manages to survive in some places in the engineering construction industry.

Yet here we are, offering our own leadership workshop within our new Energy Transition Leadership Program. So why do I think this offering is more relevant than other leadership training?

First of all, our strategy has always been to integrate the development of leadership within the context of commercial project management. In this case, we’ve got a new Program which addresses the commercial and contractual challenges our clients face in delivering Energy Transition projects. This means that the leadership element is embedded in a particular context which safeguards its relevance.

Secondly, our leadership session is rooted in credible research into project complexity from within the industry sector and grounded in our own project experience. And this does suggest that there are specific behavioural strategies and leadership qualities that, if enacted consistently, are likely to make a difference to project outcomes.

Thirdly, there is good evidence that while personality is stable, it is not fixed. This means we have a choice and can adapt our personality traits and behaviours. Alongside those lucky “born leaders”,  there are many more of us who are “self-made” leaders through insight, intention, reflection and lots & lots of practice. (And arguably, if you’ve had to work at it, you may well end up the “better” leader, as you have acquired adaptive and reflective strategies.)

Energy Transition Leadership Program

And these are the topics at the centre of what we will explore in the fourth workshop of our Energy Transition Leadership Program;

• The qualities which make a difference to leading complex projects
• That complex energy transition projects need project leadership rather than project management
• That personality and mindset determine where we focus our attention on the project
• That prioritising people management and communication over controlling tasks is a key differentiator for successful project outcomes

These qualities and behavioural strategies can be strengthened and developed. Although our ½ day workshop does not have the scope to develop those leadership skills fully,  it can start you off on that leadership journey by making crucial first steps:

1. Learn more about the leadership qualities that make a difference
2. Gain an insight into how you “measure up” and plan where you should focus your development
3. Take away suitable development strategies to work and practice on

Learn more and register your place at our upcoming Energy Transition Leadership Program here

Gabriele Burian – Partner Kingsfield Academy