As part of putting together content for a coaching session, I re-read a couple of HBR articles on leadership. It struck me how most of us don’t differentiate clearly between leadership and management in the context of driving a large business transformation program. Typically, we talk about overall program leadership and then there’s a PMO (program management office) with project managers (of which one may be the lead PM). The program leadership role may devolve on a business function head (Director, VP or above) who typically has a day-job. The role is typically just viewed to require executive sponsorship of some sort, along with an escalation point (in case of conflict) and a certain amount of cheerleading. If the executive in question has an appetite for detail, there may be a weekly/ monthly/ bi-monthly review of progress to plan.  This opens the door to management-related activities, and while appropriate, this is spectacularly insufficient in terms of providing leadership of a program on which a company may be spending millions of dollars. Is that really all we should expect of program leaders?

An executive responsible for a multi-million dollar business transformation program must have this as the primary or sole responsibility. It should be the day (and night!) job for the person. So what are the essentials here, particularly those that are relevant throughout the duration of the program? Leadership must include defining and reiterating the vision for the program, as well as referring to it as a point of reference continuously through the lifetime of the project. To remain faithful to the vision, while being able to conduct critical evaluations periodically to ensure relevance for the business is essential. To be able to inspire the team, translate the vision into specific directions and to provide continuous guidance and reassurance is essential. To fight for resources and to sustain focus on the program as the company’s leadership attention moves (inevitably!) to other matters (sales results, stock performance, M&A activity et al) and conflicting priorities is essential. There are other aspects of leadership too, that become relevant depending on the stage of the project. These include cross-program coordination, driving buy-in and support and eventually driving adoption and change.