Leadership Tag

Driving large-scale construction projects to successful completion requires clear communication, structured performance management, and effective problem-solving. One of our recent projects involved supporting a major infrastructure programme delivering a new rail line for London and the South East.

This article explores the challenges faced, the solutions implemented, and the outcomes achieved through our collaboration.

The programme was facing increasing delays and escalating costs, particularly during the testing and commissioning phase of its 9 stations and 11 shafts & portals. Poor communication, siloed working methods, and slow decision-making were contributing to missed milestones and rising costs. Existing performance management systems were ineffective, with programme reviews happening too infrequently, and decisions lacked the clarity and speed required to meet critical deadlines.

Key issues included:

• Ineffective Performance Management: Existing systems lacked transparency and failed to provide clear insights into how milestones impacted cost and schedule.
• Siloed Working: Cross-functional areas were not communicating effectively, leading to misaligned priorities and inefficient workflows.
• Missed Milestones: Slow decision-making and uncoordinated teams resulted in critical delays in delivering key infrastructure components.

Solutions

To address these challenges, we worked closely with the Stations, Shafts, and Portals (SSP) Delivery Director and Project Managers to design and implement a Visual Performance Management (VPM) system, coupled with structured problem-solving tools. Our solution focused on:

1. Visual Performance Management: We implemented daily site-level performance meetings and weekly programme-wide reviews, using clear and consistent metrics across all stations. This allowed for real-time tracking of milestones and fostered transparency throughout the organisation.
2. Problem-Solving Culture: We introduced Lean problem-solving tools and techniques, empowering teams to address issues proactively, reduce delays, and ensure on-time delivery of key milestones.
3. Cross-Functional Collaboration: By breaking down silos between departments, we encouraged open communication and collaboration, ensuring that all stakeholders were aligned on project priorities and deadlines.
4. Coaching and Knowledge Transfer: We provided leadership coaching to enhance problem-solving skills and ensure that the organisation could continue to develop and refine the system independently.

Impact on Performance

The implementation of the Visual Performance Management system and problem-solving techniques had a profound impact on project delivery:

• Improved On-Time Delivery: Predictive metrics enabled teams to forecast milestone dates accurately and take action to stay on schedule.
• Enhanced Collaboration: The siloed mentality was replaced with a cross-functional approach, where teams worked together towards common goals, improving efficiency and alignment.
• Faster Decision-Making: Data-driven performance meetings allowed for quick, informed decisions, reducing delays and keeping the project on track.
• Successful Handover: The first two portals were handed over to the infrastructure maintainer and operator on time, allowing resources to be reallocated to other critical areas.

This project demonstrated the transformative power of structured performance management and collaborative problem-solving. By implementing a Visual Performance Management system, the programme was able to streamline communication, enhance decision-making, and reduce delays, ensuring that critical infrastructure milestones were met. The long-term impact of these changes is clear: the organisation is now better equipped to manage complex projects efficiently, with transparency and accountability at every level.

For more information on how similar strategies can benefit your organisation, feel free to reach out to us.

Leadership is often shaped by defining moments, and how leaders reflect on these experiences can define their future growth. Drawing from personal leadership insights during military service—particularly from the high-pressure environment of the Kosovo War—we have identified key lessons that translate seamlessly into civilian and industrial leadership practices. 

Seizing Unexpected Opportunities

One defining leadership moment came from an unexpected call to deploy as a spokesperson in Kosovo during the war. At the time, stationed at RAF Coningsby, the news came suddenly: within a week, it was time to pack bags, re-certify on a personal weapon, and prepare to face an unfamiliar role in a challenging environment.

Reflective Point: Leadership opportunities often arise at unexpected times and in unexpected ways. Embracing these challenges can accelerate personal and professional growth. The ability to step outside of comfort zones and adapt quickly is a critical trait for effective leadership, whether in a war zone or the business world.

Leading with Unconditional Trust

In Kosovo, the leadership challenge involved managing a diverse team of 38 military and civilian personnel from 15 different countries, including individuals from groups historically in conflict, such as Serbs and Albanians, Turks and Greeks. To further complicate matters, team members were constantly rotating in and out, creating an unstable and fluid environment. There was no time for trust to develop gradually—trust had to be given immediately.

Rather than waiting for trust to form, the approach was to grant trust from day one. By trusting the team’s professionalism, integrity, and expertise upfront, cohesion was built rapidly, even among individuals from conflicting backgrounds. Only once did this trust break down, but overall, it was key to the team’s success.

Reflective Lesson: In high-pressure environments, leaders don’t always have the luxury of time to build trust gradually. Sometimes, trust needs to be given unconditionally from the outset. By leading with trust, leaders can create quick cohesion, fostering collaboration even in diverse and challenging settings.

The Power of Asking “What Else?”

Leadership isn’t just about completing the mission—it’s also about asking, “What else can I do to improve the situation?” In Kosovo, the mental well-being of both soldiers and civilians was a significant concern. Far from home, dealing with the constant pressures of conflict, many struggled with stress and isolation. Recognising this, leaders established a “drop-in centre” where personnel, regardless of nationality or rank, could gather for support and conversation. This simple initiative provided an informal space for connection and helped reduce some of the mental health pressures facing the team.

Additionally, several tragic accidents involving children and unexploded munitions became another pressing concern. A media campaign was launched to educate local children on the dangers of discarded munitions, ultimately reducing child fatalities related to these explosives. Over six months, the deaths dropped from 23 to zero.

Reflective Point: Great leadership goes beyond simply achieving goals—it’s about looking at the bigger picture and asking, “What else can I do to make a difference?” Even small actions can create meaningful, lasting impacts on the lives of those you lead. Leaders must remain aware of the broader context and take steps to address challenges that may not be immediately obvious.

Leading with Intentionality

Intentional leadership means taking the time to build genuine relationships with the people you lead. Whether in a war zone or a corporate setting, every interaction is an opportunity to strengthen bonds, foster trust, and boost team performance. Simple gestures—such as regularly asking team members, “How are you?” and following up with “No, really, how are you?”—can create a culture of openness and psychological safety. These moments of genuine care lead to stronger relationships, better communication, and higher-performing teams.

Reflective Point: Leadership requires intentionality. Every interaction with your team is an opportunity to build trust, show empathy, and strengthen relationships. Being intentional about how you engage with your team can have a profound impact on team morale, performance, and overall success.

Wrapping Up

Effective leadership is rarely straightforward. It involves seizing unexpected opportunities, building trust quickly, going beyond the immediate task to ask “What else can I do?” and leading with intentionality. At Project7 Consultancy, we believe that reflective practice is essential to multiplying the value of experience. Reflection helps leaders learn continuously and improve their leadership practices, making them more effective and impactful.

Leadership is more than just achieving business objectives—it’s about creating lasting, positive change in the lives of those you lead. By reflecting on experiences and asking deeper questions, leaders can drive not only success but also meaningful impact.

We frequently encounter leaders who have recently transitioned from expert technical roles to leadership positions, often with little or no preparation. While the promotion is gratifying, many quickly realise they are not fully equipped for the shift. This lack of preparation not only impacts the individual but also affects the wider team and department.

There are two main reasons why this is bad for business:

1. The organisation loses a top performer in their technical role, who may now struggle in leadership, taking months to adjust or potentially leaving the company.
2. The department suffers because the new leader is not set up for success, which can lead to disengagement and confusion.

This survival guide is designed to help you navigate this transition, providing practical tips and strategies to move from expert technician to effective leader, while building on the skills you already possess.

Part 1: Embracing Your New Role as a Leader

1. Understand the Shift from Technician to Leader
   As a technician, your role was about “doing the work.” As a leader, your focus shifts to “enabling others to do the work.” Your primary responsibility is now your team’s performance, development, and engagement. Success is no longer about what you achieve personally, but what your team achieves collectively.

Reflection: Think about what support and guidance you needed when you were in a technical role. Now, your job is to provide that for your team.

1. Leverage Your Technical Expertise Wisely
   Your technical knowledge is an asset, but it’s important to use it strategically. It helps build credibility with your team, but your role is to mentor and guide, not to do the work yourself. Avoid micromanaging or stepping in to “fix” everything—this undermines your team’s confidence.

Reflection: Consider the times when your manager helped you solve problems versus when they stepped in to take over. Strive to be the leader who empowers, not the one who controls.

1. Adopt a Leadership Mindset
   Leadership is about people, not just processes. Shift your focus from your own tasks to understanding your team members—their strengths, weaknesses, and motivations. Developing emotional intelligence (self-awareness, empathy, and active listening) is key to creating a positive work environment.

Reflection: Reflect on moments when you felt valued and supported by a leader. What behaviours made you feel that way, and how can you apply them with your team?

Part 2: Building Trust and Credibility Quickly

1. Start by Listening
   One of the fastest ways to build trust is to listen. Conduct one-on-one meetings with each team member to understand their roles, challenges, and career goals. Listen more than you speak, and care about their answers. Take the time to learn about your team members on a personal level to build rapport.

Reflection: Think about a time when a leader took the time to listen to you. How did it make you feel, and how can you replicate that with your team?

1. Communicate Transparently and Often
   Set clear expectations from the start—communicate your vision, goals, and how you plan to support the team. Be honest about what you know and what you’re still learning. Transparency builds credibility and trust.

Reflection: Remember times when you were kept informed versus when you were left in the dark. Use that experience to shape how you communicate with your team.

1. Establish Early Wins
   Look for small opportunities to make meaningful improvements. This demonstrates your commitment to the team’s success and builds momentum. Recognising team achievements, big or small, helps boost morale and set a positive tone for the future.

Reflection: Reflect on times when a leader celebrated team wins and how it affected morale. Make it a priority to celebrate success.

Part 3: Managing and Motivating Your Team

1. Delegate Effectively
   Delegation is key to leadership. Assign tasks based on each team member’s strengths and trust them to deliver. Avoid the temptation to micromanage—your role is to guide, not to control.

Reflection: Consider how empowering it was when your leader trusted you with responsibilities. Give your team the same level of trust to foster growth and accountability.

1. Foster a Positive Team Culture
   Create opportunities for collaboration and open communication. A strong team culture is built on trust, and it grows when people feel that their contributions are valued. Provide regular, constructive feedback and encourage an open two-way dialogue.

Reflection: When have you felt part of a supportive team culture, and how did your leader contribute to that? Model similar behaviour to strengthen your team.

1. Motivate Through Recognition and Development
   Recognition is one of the most powerful motivators. Acknowledge both individual and team achievements publicly and privately. Additionally, invest in the development of your team members by offering training and mentorship opportunities.

Reflection: Think about how you felt when your work was recognised by a leader. Now make it a priority to do the same for your team members.

Part 4: Developing Yourself as a Leader

1. Seek Continuous Learning Opportunities
   Leadership is a journey, not a destination. Seek out mentors who can guide you and offer wisdom. Engage in leadership training, read books, and attend workshops to continually build your skills.

Reflection: Reflect on your own development. Just as you became an expert technician, now focus on becoming an expert leader.

1. Practice Self-Reflection
   Regularly reflect on your actions and decisions. Ask yourself what went well and what could be improved. Seeking feedback from your team and peers is also essential in refining your leadership approach.

Reflection: Set aside time each week to review your leadership actions. Think about their impact on your team and how you can improve.

1. Manage Your Time and Energy
   Prioritise tasks that have the greatest impact on team and organisational goals. Use tools like the Eisenhower Matrix to manage time effectively. Also, remember that leadership is demanding—prioritise self-care to ensure you’re at your best.

Reflection: Think about how you manage your time. Focus on high-impact tasks and delegate where possible.

Quick Reference Tips for New Leaders

• Find a Mentor: Seek someone you trust to guide you through your leadership journey.
• Communicate Clearly and Frequently: Keep your team informed and aligned.
• Build Relationships: Invest time in building trust with your team.
• Lead by Example: Model the behaviour you expect from your team.
• Delegate and Empower: Trust your team to take ownership of their work.
• Stay Humble and Open to Learning: Always acknowledge what you don’t know.
• Ask Questions: There’s no such thing as a dumb question—be curious and open.

Wrapping Up

Transitioning from a technical expert to a leader is challenging, but with the right mindset, you can succeed. Leadership isn’t about having all the answers; it’s about creating an environment where your team can thrive. Use your technical expertise as a foundation, but focus on developing the soft skills necessary to motivate, engage, and lead your team to success. Leadership is a journey, and with time, practice, and self-reflection, you’ll grow into the role and thrive.

If you find yourself in a leadership position for which you feel unprepared, Project7 has experts and training programmes that can help. Contact us for a chat to see how we can support your leadership development journey.

Industry 5.0 represents the next phase of industrial evolution, characterised by the integration of human intelligence with advanced technologies like artificial intelligence (AI), robotics, and the Internet of Things (IoT). This evolution builds on Industry 4.0’s focus on automation and efficiency but places greater emphasis on human-centric values, sustainability, and resilience. In this context, authentic leadership becomes critical. 

Reflective practice and perception are vital components that enable leaders to navigate this complex landscape effectively. 

These are areas that may have previously been only cursory considerations as leaders focused on looking after their people, building production, maintaining efficiency, and constantly driving to cut costs. Sometimes, it can feel like juggling multiple priorities at once.

This article explores the role of reflective practice and perception in fostering authentic leadership within the framework of Industry 5.0, discusses their alignment with the human-centric values that Industry 5.0 promotes, and offers insights into how leaders can balance these responsibilities effectively.

The transition to Industry 5.0 marks a significant shift in how industries operate, moving from a purely technology-driven approach to one that emphasises a greater understanding of how humans collaborate with AI. This new way of working requires leaders who are not only technologically savvy but also deeply authentic—leading with empathy, ethical integrity, and a focus on the well-being of both employees and the broader impact of industrial outputs on society. Reflective practice and how others perceive leadership now become critical in developing and maintaining this authenticity.

Reflective Practice in Authentic Leadership

Reflective practice involves continuously analysing one’s actions, decisions, and interactions to learn and improve. For leaders in Industry 5.0, reflective practice is essential for maintaining authenticity in a rapidly changing technological landscape. It fosters self-awareness, enabling leaders to align their actions with their core values and the human-centric ethos of Industry 5.0.

The rapid advancements in AI, robotics, and IoT require leaders to constantly adapt. Reflective practice allows leaders to evaluate how these technologies impact their decision-making processes and the well-being of their teams. By reflecting on experiences, leaders can keep pace with technological changes while ensuring that their actions align with both their values and the broader goals of Industry 5.0.

Industry 5.0 places a strong emphasis on ethical considerations, particularly in the use of advanced technologies. Reflective practice provides the reference experiences needed to navigate new ethical dilemmas, ensuring that decisions are aligned with personal values and the ethical standards of the industry. This helps maintain authenticity by ensuring that actions are consistent with ethical beliefs, even when faced with new and complex technological challenges. Understanding one’s “true north” becomes essential in this context.

The need for rapid decision-making has always been present, but the integration of AI and other technologies into decision-making processes adds a new layer of complexity. Overcoming these challenges requires a commitment to conscious, reflective practice, honest self-examination, and building self-awareness, including understanding how external perceptions of leadership may evolve.

Perception and Authentic Leadership

Perception refers to how others view a leader’s actions, behaviours, and intentions. In the context of Industry 5.0, where human-centric values are paramount, the perception of a leader’s authenticity is important. Leaders perceived as authentic are more likely to inspire trust, foster collaboration, and drive innovation. Those who do not see authenticity as a virtue will quickly find themselves isolated from colleagues and their teams.

Industry 5.0 emphasises the importance of human creativity and innovation, which thrive in environments where leaders are perceived as authentic. When employees perceive their leaders as genuine, they are more likely to engage fully with their work, collaborate effectively, and contribute to innovative processes. This engagement is critical in a landscape where human creativity and machine efficiency must work in harmony.

The integration of advanced technologies in Industry 5.0 adds complexity to managing perceptions. Leaders must navigate the dual expectations of being both technologically competent and deeply human-centred. This requires transparency about decision-making processes, especially when these involve AI or other automated systems, to ensure that leaders are perceived as acting in the best interests of their teams and the wider community.

Perception gaps can be particularly challenging in Industry 5.0, where technology can either bridge or widen the gap between leaders and their teams. For example, the use of AI in leadership decisions might be perceived as impersonal or detached unless leaders actively communicate how these tools align with the organisation’s human-centric values. This is especially true if a leader merely repeats what an AI suggests without integrating their values or understanding the business culture.

Aligning Reflective Practice and Perception with Industry 5.0

Industry 5.0 also focuses on sustainability and ethical responsibility. Reflective practice and perception management are critical for leaders to navigate and sustain change in these complex areas. Leaders who regularly reflect on the ethical implications of their use of technology and seek to understand how their actions are perceived by others are better positioned to lead in ways that are both authentic and aligned with the sustainable goals of Industry 5.0. For example, repetitive manual tasks replaced by robots should be considered not only for efficiency but also for the impact on employment and societal well-being.

Reflective practice enables leaders to create environments that encourage innovation—a key component of Industry 5.0. By reflecting on leadership practices and how they are perceived, leaders can foster cultures where employees feel valued and empowered to innovate. This alignment of reflective practice and perception with the goals of Industry 5.0 ensures that leaders can drive both technological and human-centric progress.

Wrapping Up

Reflective practice and perception are critical components of authentic leadership, particularly in the context of Industry 5.0. Reflective practice helps maintain self-awareness, ethical integrity, and adaptability in the face of rapid technological change. Perception, on the other hand, ensures that leaders are seen as genuine and trustworthy, which is essential for fostering engagement and innovation in a human-centric industrial landscape.

By aligning these elements with the principles of Industry 5.0, leaders can effectively navigate the complexities of this new era, ensuring that their decisions remain authentic while driving both technological and human progress.

Leadership in this new era is challenging, but on reflection, being a leader rather than a juggler is where the true impact lies.