1. Are Managers from the Pharaonic era?

2. Managers are from the future

3. How most employees view their manager

4. How managers view themselves

5. Managers or Leaders?

6. Transformation to a Leader Project Roles and expectations Clear Communication Follow through Building Trust Motivation Influence and Leverage

7. Project Roles and expectations Define success criteria for each team member Individual Roles Project contribution Empower and delegate

8. Clear Communication Basecamp/JIRA are the minimum tools needed Communicate Consistent communication

9. Follow Through Make each task accountable and auditable Do not take up tasks which cannot be completed Verify and follow up on all team activities

10. Building Trust Planned and verbal commitments must be met Meeting Commitments == Trust Trust within team will lead to a strong relationship with Client

11. Motivation Correct team == Higher motivation levels Build Skills == Passion for work Team building activities Team ownership

12. Influence and Leverage Build your Knowledge base about the project domain and technology Deliver successful projects Manage by example (do what you say)

13. Examples of Leaders

14. Leading by Example

15. Leading by Motivation

16. Leading by Skill and team building(The one person who needs to be in all IT presentations)

17. Leaders vs Managers

18. Tough Email from Client or Management LEADER MANAGER Shields his teamReactive Learns from mistake and plans for the future Finds a scapegoat Owns the problem and fixes itDoes not identify the weak area and goes on a tangent Builds a relationship with the client Deflects criticism

19. De Motivated team LEADER MANAGER Pre empts motivational factorDoes not put emphasis on motivation Appreciates the team in run time and when it matters Appreciates the team too little or too late Team building activitiesDoes not consider it important Open door relationship with all team members Stringent team hierarchy Empowers team membersIs a blocker in team activities

20. Team Conflicts LEADER MANAGER Keeps an eye out for any potential conflicts Lets its fester or resolves by force Establish mutual respect between team members Team is not comfortable talking to each other Discuss with relevant parties Takes positive or negative action Decision paralysis

21. Objective