Mirko Kleiner

A truth most transformation leaders face: Conflicts don't just flow downward — Some of your toughest challenges Will be with those above you. According to Harvard Business Review: 67% of transformation initiatives stall due to conflicts with senior leadership. But understanding your conflict motivators changes everything Here's how to navigate senior-level conflicts: 1. Understand Your Conflict Style Know your natural response patterns when facing senior conflicts: - Map your core motivators - Identify your triggers - Leverage your strengths Take the Conflict Resolution Assessment to gain clarity. 2. Safety-First Approach Build psychological safety when disagreeing upward: - Frame issues constructively - Focus on shared goals - Present data, not drama Because senior leaders respond to strategic thinking. 3. Solution-Based Communication Lead with answers, not problems. When raising concerns: - Bring multiple options - Show impact analysis - Provide clear recommendations This transforms conflicts into opportunities. 4. Relationship Intelligence Build trust before you need it. When managing up: - Understand their pressures - Align with their priorities - Speak their language Because relationships determine resolution. Ready to master senior-level conflict resolution? Start by understanding your conflict motivators. Take the assessment: https://lnkd.in/gHEHDmWr

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𝗔𝗹𝗮𝗻 𝗠𝘂𝗹𝗮𝗹𝗹𝘆: 𝗧𝗵𝗲 𝗠𝗮𝗻 𝗪𝗵𝗼 𝗥𝗲𝘃𝗶𝘃𝗲𝗱 𝗙𝗼𝗿𝗱—𝗔𝗻𝗱 𝘁𝗵𝗲 𝗟𝗶𝗺𝗶𝘁𝘀 𝗼𝗳 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗟𝗲𝗴𝗮𝗰𝘆 Lately, I’ve seen many posts about Alan Mulally. His achievements at Boeing and Ford are undeniably remarkable. Yet looking at Boeing & Ford today, I can’t help but wonder: Where did his legacy go? This raises a deeper question: Can individual excellence alone guarantee an organization’s long-term success? 𝗧𝘄𝗼 𝗨𝗻𝗱𝗲𝗻𝗶𝗮𝗯𝗹𝗲 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀 At Boeing (1969–2006): -Spent 37 years at Boeing, culminating as CEO of Boeing Commercial Airplanes. -Led the 777 program and contributed to billions in new business sales. At Ford (2006–2014): -Took the company from the brink of massive losses to sustained profitability. -Made Ford the only Detroit Three automaker to survive the financial crisis without a government bailout. -Advocated early for electric vehicles and improved a divided corporate culture through the “One Ford” vision. These achievements are widely regarded as some of the most significant in recent business history. 𝗧𝗵𝗲 𝗥𝗲𝗮𝗹𝗶𝘁𝘆 𝗔𝗳𝘁𝗲𝗿 𝗛𝗶𝘀 𝗗𝗲𝗽𝗮𝗿𝘁𝘂𝗿𝗲 Yet the trajectory of both companies post-Mulally tells a different story: Boeing: Faced safety and quality issues, including the 737 MAX crises, as the focus shifted toward profit over engineering excellence. Ford: Struggled with leadership succession, cost competitiveness, and EV strategy execution. While still a major automaker, it faces challenges in maintaining consistent profitability and adapting to the EV transition. Its market valuation remains below some EV-focused competitors. 𝗔 𝗦𝘁𝘂𝗱𝗲𝗻𝘁 𝗼𝗳 𝗧𝗼𝘆𝗼𝘁𝗮 𝗪𝗵𝗼 𝗠𝗶𝘀𝘀𝗲𝗱 𝗮 𝗖𝗿𝘂𝗰𝗶𝗮𝗹 𝗟𝗲𝘀𝘀𝗼𝗻 Mulally was a devoted student of Lean philosophy. As he noted in an LEI interview: “𝘌𝘷𝘦𝘳 𝘴𝘪𝘯𝘤𝘦 𝘐 𝘫𝘰𝘪𝘯𝘦𝘥 𝘉𝘰𝘦𝘪𝘯𝘨, 𝘉𝘰𝘦𝘪𝘯𝘨 𝘩𝘢𝘴 𝘢𝘭𝘸𝘢𝘺𝘴 𝘣𝘦𝘦𝘯 𝘪𝘯 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘰𝘶𝘴 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘮𝘦𝘯𝘵… 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘳𝘪𝘴𝘦 𝘰𝘧 𝘛𝘰𝘺𝘰𝘵𝘢, 𝘸𝘦 𝘸𝘦𝘳𝘦 𝘧𝘢𝘴𝘤𝘪𝘯𝘢𝘵𝘦𝘥 𝘣𝘺 𝘵𝘩𝘦 𝘛𝘰𝘺𝘰𝘵𝘢 𝘗𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘰𝘯 𝘚𝘺𝘴𝘵𝘦𝘮.” His “Working Together” system at Ford mirrored Lean principles, with Business Plan Reviews serving as collaborative problem-solving meetings. Yet Mulally’s story illustrates a key limitation: mastering Lean manufacturing alone wasn’t enough to ensure long-term sustainability. -Toyota: Principles and leadership development are systematized and passed down across generations. -Ford: Mulally’s leadership produced extraordinary results, but sustaining them required adapting to new leadership and industry changes. True leadership may lie not only in turning around a company but in creating systems that endure without the founder at the helm. Takeaway: Individual excellence can achieve miracles—but long-term organizational success requires systems, culture, and leadership development that persist beyond any one person. #AlanMulally #SustainableBusinessSystem

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🚨 𝗘𝘃𝗲𝗿𝘆 𝗣𝗠𝗢 𝗹𝗼𝗼𝗸𝘀 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗼𝗻 𝗽𝗮𝗽𝗲𝗿, 𝘂𝗻𝘁𝗶𝗹 𝘆𝗼𝘂 𝘀𝘁𝗲𝗽 𝗶𝗻𝘀𝗶𝗱𝗲. Some guide. Some control. Some drive strategy. Others just report. But here’s the catch: 𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲. 𝗜𝘁’𝘀 𝘁𝗵𝗲 𝗽𝗲𝗼𝗽𝗹𝗲. 𝗔𝗻𝗱 𝘁𝗵𝗲 𝘀𝗼𝗳𝘁 𝘀𝗸𝗶𝗹𝗹𝘀 𝘁𝗵𝗲𝘆 𝗯𝗿𝗶𝗻𝗴. 📌 𝗛𝗲𝗿𝗲’𝘀 𝗮 𝗴𝘂𝗶𝗱𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝘀𝗼𝗳𝘁 𝘀𝗸𝗶𝗹𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝗣𝗠𝗢 𝘁𝘆𝗽𝗲. Learn to master these, and you’ll thrive in any environment. 🧩 𝗦𝘂𝗽𝗽𝗼𝗿𝘁𝗶𝘃𝗲 𝗣𝗠𝗢 Helping projects succeed by enabling teams. - Empathy  - Active Listening  - Team Building 💡 𝘚𝘰𝘧𝘵 𝘴𝘬𝘪𝘭𝘭𝘴 = 𝘳𝘪𝘴𝘬 𝘮𝘪𝘵𝘪𝘨𝘢𝘵𝘪𝘰𝘯. Miscommunication and resistance are major project risks. Empathy and listening are how you prevent escalation before it happens. 🧭 𝗗𝗶𝗿𝗲𝗰𝘁𝗶𝘃𝗲 𝗣𝗠𝗢 Setting the course and making the rules clear. - Leadership  - Influence  - Conflict Resolution 💡 𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘰𝘶𝘵𝘴𝘰𝘶𝘳𝘤𝘦 𝘪𝘯𝘧𝘭𝘶𝘦𝘯𝘤𝘦. Tools help you track. Soft skills help you lead. That’s what makes you irreplaceable. 🎯 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗠𝗢 Connecting project execution to business outcomes. - Strategic Thinking  - Negotiation  - Data Literacy 💡 𝘚𝘰𝘧𝘵 𝘴𝘬𝘪𝘭𝘭𝘴 𝘴𝘩𝘪𝘧𝘵 𝘢𝘴 𝘗𝘔𝘖𝘴 𝘮𝘢𝘵𝘶𝘳𝘦. As your PMO grows more strategic, the demand for synthesis, storytelling, and decision framing increases. 🛡 𝗖𝗼𝗻𝘁𝗿𝗼𝗹𝗹𝗶𝗻𝗴 𝗣𝗠𝗢 Keeping standards tight and execution on track. - Attention to Detail  - Adaptability  - Resilience 💡 𝘏𝘺𝘣𝘳𝘪𝘥 𝘗𝘔𝘖𝘴 𝘯𝘦𝘦𝘥 𝘩𝘺𝘣𝘳𝘪𝘥 𝘴𝘬𝘪𝘭𝘭𝘴. Most PMOs aren’t just one type. They blend functions. Your ability to shift gears is what keeps you relevant. 🧠 𝗧𝗵𝗲 𝘁𝗿𝘂𝘁𝗵? A PMO is more than a framework. It’s how you show up when things get uncertain. 💡 𝘗𝘔𝘖𝘴 𝘢𝘳𝘦𝘯’𝘵 𝘫𝘶𝘴𝘵 𝘧𝘰𝘳 𝘱𝘳𝘰𝘫𝘦𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳𝘴. Finance, procurement, planners, document controllers, everyone in the PMO ecosystem needs soft skills. It's how we create real alignment. 💬 𝗪𝗵𝗶𝗰𝗵 𝗼𝗳 𝘁𝗵𝗲𝘀𝗲 𝘀𝗼𝗳𝘁 𝘀𝗸𝗶𝗹𝗹𝘀 𝗵𝗮𝘃𝗲 𝘆𝗼𝘂 𝗵𝗮𝗱 𝘁𝗼 𝗱𝗲𝘃𝗲𝗹𝗼𝗽 𝘁𝗵𝗲 𝗺𝗼𝘀𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗣𝗠𝗢 𝗷𝗼𝘂𝗿𝗻𝗲𝘆? Drop your experience in the comments 👇 — Enjoy this? 👍 like, 💬 comment, ♻️ Repost it to your network and Follow Bertrand GUERARD for more. I help project leaders turn pressure into performance with planning that delivers and controls that inspire trust. Get exclusive Project Management and Controls insights! Join our newsletter today: https://lnkd.in/eejfY67J —

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ICF just launched the updated ICF core competencies 2025. Here are my initial reactions and thoughts about it. It has been 5 years since the last major update in 2019. This round of updates is timely and with better clarity. https://lnkd.in/gdW5vqfU

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Agile keeps evolving. So does the Agile Practice Guide. The Agile Practice Guide is the reference for project professionals and executives who want a broad understanding of Agile culture, principles and methodologies. The first edition was published in 2017 in cooperation between PMI and the Agile Alliance. Since January 1, 2025, Agile Alliance has joined PMI, reflecting our broader vision for the profession. We are now opening the Draft Comment Period for the Second Edition of the Agile Practice Guide. This new edition brings important updates on: ➡️ Agile practices (AI, remote teams, product management) ➡️ Social impact, sustainability, and psychological safety ➡️ Enterprise agility and long-term project success We invite you to contribute: access the draft and share your comments through the PMI Public Comment Portal between 25 September (8 a.m. EST) and 8 October (5 p.m. EST). 👉 Access the draft and comment here: https://bit.ly/4nh92a9 Only comments entered through the portal during the open period will be considered. For questions, contact PMI here: https://bit.ly/46lvzNh To learn more: PMI agile page: https://bit.ly/4mACp6p or Agile Alliance website: https://bit.ly/4gCcIRo Please share broadly. Project Management Institute #agile #practiceguide #globalreference

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