What do you do if your executives lack the key qualities needed for Program Management success?

Often at times there is a mismatch between expectation and reality.The goals need to be realistic and if data available is not consistent often we rely on industry practices and subject matter experts. After deep dive expectation setting with executives on overall vision and goals to be achieved.It is only with data and analysis that we can idetify the gaps and take the corrective actions

Program Management is an exciting profession with a variety of expectations from your array of Client organizations. You need to identify the specific requirement of everyone of your Clients. You need to train and groom your executives for their effective performance in the program management roles assigned to them.

Its critical to note that initiatives are implemented both top-down and bottom-up. So if your executives are not aligned to or do not have what it takes, then it is imperative that you get them onto a single platform to talk about the criticality and areas of the support required from them and highlight where there are gaps.

Start with business case to understand the genesis of the program, problem being addressed, overall and timeline oriented financials including but not limited to TCO, RoI, growth or cost cutting numbers. Next understand the stakeholders (the ones running the show in governance meetings and the behind-the-scenes influencers). When it comes to key decisions, these are the things which matter.

To address executives lacking in Program Management qualities, focus on education and influence. Showcase how program management aligns with strategic objectives, mitigates risks, and enhances decision-making. Utilize presentations, reports, and case studies tailored to executives' preferences. By effectively communicating the value of program management, you position yourself as a leader driving organizational success through program management excellence.

It is unrealistic to expect a utopia for Program Management in the C-suite. So, it is your responsibility as a program manager to cultivate the environment and garner the support you need. The best way to do this is, to change the conversation from what you need to what they need. If you've done the groundwork correctly and your program is delivering strategic initiatives important to the C-suite, you are halfway there. This means that you are delivering things that are moving the dial and you have their support. The rest is just good stakeholder management.

Job of a program manager is to be able to get the pulse of decision makers (and influencers), ability to represent the data in a manner which shows the impact of decisions on the overall business case...and document/circulate the decisions & its impact to ensure the conversation is not forgotten. And rapport building with stakeholders to ensure right decisions (from program perspective) are taken at crucial junctures.

As the Program Manager, you need to keep your Team motivated continuously infusing confidence providing all the support needed by them. You need to educate and influence the members of your Team highlighting the benefits available in the performance of program management roles. You need to explain how program management roles can decision making and resource allocation skills. You need to provide a conducive work environment for your Team for effective learning and contributions.

Once you have identified the gaps, it is important that you showcase to them the success stories of initiatives that were governed and managed via Program Management - how the initiative sponsors were able to define, track & monitor, adjust the benefits, how they were able to manage the alignment of the plan to the objectives, how the risks and key dependencies were managed. Also discuss the kind of big decisions, that mattered, were made with ease using the data that was tracked by the Program managers. Show to them where the gaps are and how you can help them fill those gaps!

Building Trust and Rapport is very vital for significant performance by the members of your Team. Evidenced by your empathy and tangible support provided to them, you can establish your credibility in the minds of your Team. For effective outcome on your above efforts, you can practice active listening, seeking genuine feedback and openly appreciating their specific contributions.

Key Executives typically play roles of Customer, sponsors or Portfolio Managers. It is expected that they are not expert in understanding Program Management due to varied reasons and focus on Vision, mission and strategic objectives. few Key Documents if reviewed and agreed with Executives can help to mitigate the risks, 1) Executive Friendly Business case Documents and receiving acceptance for same. Making ROI and milestones for achieving it documented on Roadmap. 2) Story telling of all the Benefits programs will achieve and what benefits are expected as outcomes. getting agreement on same. 3) Continuos engagement during planning and progress reporting and answering all the queries, risks can help to get acceptance of executives.

Gaps translated into Action plans are the next in line to be created, shared with these executives. Involving them in the creation of the action plan creates a bond and mutual trust - they come to know that they are not being pushed into something they are not comfortable with. While you might be the one who will be driving this on a daily basis, ensure that you are meeting them regularly on a cadence and show them that your skin is in the game! At this time, (re)introduce them the actual initiative's Program objectives, plan to achieve them, timelines & milestones, risks and issues, resources required, benefits and cost, the support required from them - this is when they will be able align what they learn with what you show!

For alignment and adaptation the key is to understand strategic goals and objectives Setup Governance framework which is inline with these expectations also KPI choosen to measure program strength. Communication frequency need to be aligned. Also as priorities change Program managenent practices need to be agile to adapt to changes.Being proactive in flagging risks and issues is vital. Also ROI and sustain benefit delivery highlighting reveue growth, cost saving, market share and customer satisfaction need to be emphasized

Now is the time to go big-bang : taking the conversations previously to the next level - Show them the overall big picture aka the program plan and explain how it aligns with your organizations strategy and if this is for external customer, how it will be enable your company to achieve the objectives As mentioned RASCI is a good tool in circumstances like this and can get a buy-in from the executives!

The next logical step is to align and adapt your program management approach meeting the requirements and expectations of the members of your Team. You need to ensure that your defined scope, metrics and deliverables are in sync with the objectives of the Program. To evaluate the progress of your Team, you can use the classical SMART (Specific, Measurable, Achievable and Time-bound) Framework.

The next logical step for you, as the Leader, is to engage them in the ongoing processes and empower them for their active contributions. You need to involve them at every stage of the project progress viz planning, execution and review processes. You need to provide a conducive work environment for your team to provide quality feedback on various aspects for implementation in your further programs.

Go on with Stakeholder management and engagement processes ensuring continued pro-active communications and governance in general.

Ensure the robust governance process with the clearly documented accountability for all key stakeholders. This will ensure that no one can run away from his/ her responsibility. I have seen programs who get derailed as one or key kep people lack interest and keep the other lines block ?? for communication so that the matter does not escalate to their leadership team.

1. Identify the Gaps - Assess Qualities and Skills: Start by identifying which key qualities for Program Management success are lacking among the executives. This could include leadership, strategic thinking, communication, or decision-making skills. - Feedback and Self-Assessment: Encourage executives to engage in self-assessment and provide them with constructive feedback based on observations and performance reviews. 2. Professional Development - Training and Education: Recommend or facilitate access to training programs, workshops, and seminars that can help executives develop the required skills. Leadership development programs, in particular, can be beneficial.

Here are steps to navigate this challenge effectively: 1. Identify the Gaps - Assessment: Begin with a thorough assessment to identify specific qualities and skills that are lacking among the executives. This could relate to strategic vision, communication, decision-making, or leadership skills. 2. Provide Constructive Feedback - Tactful Approach: Arrange for a respectful and confidential way to provide feedback. This could be through structured performance reviews or through an external coach or mentor who can offer objective insights. - Focus on Impact: Frame the feedback in terms of the impact on the organization's goals and program success, rather than as personal critiques.