Construction Leadership was one of the first consumers of project management. People have been leading large-scale, complex, modern construction projects since before the first modern skyscraper was built in Chicago in 1885, and little has changed in their approach.

Today’s construction projects need to be run efficiently and cost-effectively, using modern planning and demand management tools and techniques. Without them, Construction Leadership is crossing their fingers and hoping they come in on time and budget.

In a field that builds things on the back of comities, expensive labor, complicated supply chains, in an ever-changing market, the only way to ensure your projects are profitable is to run them as efficiently and cost-effectively as possible.

Nobody hires a leader because they want their organizations to be the same in a month, 6-months, or a year. Leaders take organizations on a journey. The days of managing team members that produce slow, steady, high-quality results are over.

Today’s organizations need leaders that are outcome obsessed, capable of leveraging the collective IQ, enabling their teams to autonomously come up with and pitch game-changing business and product ideas that create value for their stakeholders.

Contrary to popular belief, the single worst assumption an organization can make is; “if we just communicate the need and vision for change, our team will just get behind it.” In reality, only 2.5% of the team will respond this way. You will have to work really hard to connect with the rest.

Getting different results means helping people change their habits; this is something that should be started at the beginning of a project, not just before launch.

At 120VC, we aren’t just responsible for ensuring our client’s projects get done; we are responsible for ensuring they get the OUTCOMES they expected from their project. That requires Change Leadership that enables near 100% mass-market or end-user adoption on day one.

A Program Manager teams up with their Project Managers to eliminate any single point of failure on their projects and to aggregate the data across projects so data-driven decisions can be made to optimize the outcomes of all projects in the Program.

They also work with their Project Managers to quality assure their work, coach, and mentor them, and ultimately provide a second set of eyes, and if necessary, hands. They eliminate the risk associated with Project Managers taking vacation, sick time, winning the lottery, and taking a position elsewhere.

Program Managers underwrite the risk of the projects in their Program because budgets are finite, and Projects must get done.

Agile Product Leadership requires the ability to clearly establish a shared vision, leverage the collective IQ by helping the team architect their own path to achieving that vision, a fierce focus on the alignment of outcomes to the vision, and a willingness to see failed experiments as progress.

Agile Product Leadership also requires the ability to constantly groom and prioritize the backlog, track commitments and outcomes daily, maintain a daily and weekly cadence of accountability with the team, and facilitate constant improvement. Learn the techniques we use in the field to optimize product pipelines for our clients.

We believe that leadership skills are the cornerstone of every successful Project Leader. And that data trumps opinion, period. Our Transformational Leadership curriculum combines proven Project Management best practices that enable data-driven decisions, with how-to leadership techniques curated from some of the most respected leadership experts in the field today. And, everything we teach, we use in the field to drive global transformational projects for our Fortune 1000 clients.