How do you show growth as a program manager to senior management?

The main transition one has to make from a program manager to a Senior Management role is to understand that a Leadership or Senior Management role is about leading people versus projects or programs. Success for a program or a project can be achieved by compromising on employee engagement and satisfaction. As a people Leader in Senior management, it is very important to put your employee and people first. What the Team delivers matters. Creating a vision and strategy matters but it is also important to create a Team that is highly engaged and committed to executing on the strategy and vision. We will always face risk and issues with any project. With a people first mentality, the Team will always step forward and innovate!

As a program manager, I strive to show growth to senior management by making sure my goals align with the organization's vision. I actively seek feedback and mentorship, valuing the insights that help me develop both professionally and personally. I'm not afraid of change; in fact, I embrace it and look for innovative solutions to challenges. I'm committed to honing both my technical and soft skills to be more effective in my role. When things go well, I celebrate those successes, but I also make it a point to learn from any failures along the way. It's all about continuous improvement and contributing to the overall success of the programs I manage, aligning with the organization's bigger picture.

Senior Management cares about three things; Growth, Growth, and Growth. Growth in sales/profitability, Growth in people are our people becoming more efficient, Growth in capabilities are we getting better with product/services. As a PM that is in charge of a project you have to ensure the three A's are in place. Authority - the ability for team member to make decisions for the areas of responsibility Autonomy - allow team members to operate undirected (micromanaged) to accomplish their task. Accountability - hold the teams accountable to deliver task/outcomes All of this should be done with an appreciation for diversity. Diversity of thought, ideas, people. Lead with the three A's and the business, people, and capabilities with grow.

Program managers have an advantage when it comes to taking on leadership roles. The main task - to establish and manage programe in a way it achieves the goals of the organization. This gives them an understanding of how different parts of the organization work. Also the skills they develop – strategic insight, leadership, adaptability, comprehensive organizational understanding, outcome-focused management, risk management, problem-solving, and effective communication – are precisely the attributes needed in a successful senior leader.

I would add the angle of "Program manager" in the innovation ecosystem. In this case you may work on three domains (and show them as metrics to judge upon your growth): a) quality of the program(s) (e.g. positive feedback from the participants, speakers of wolrdwide reputation as well as success rate within 12-18 months (usually) after the program) b) quantity of potential participants / mentors who want to be involved/ engaged alumni or overall community members c) reputation of the program (e.g.industry connections, follower base, speakership invitations)

When you have a vision for the team and that aligns with organisation vision- you win! Quick wins/accomplishments are key to show growth and roadmap for next 3 quarters shows you are organised and goal oriented.

The existence of a funded program is its own evidence that, at least on some level, the program has value to the organization funding it. This is especially true in times of leanness characterized by hyper-efficiency and waste reduction. However, it is critical for program managers to be sensitive to shifts in their organization’s priorities over time. New leaders come with new perspectives and their own expectations and accountabilities. Program managers should balance the fundamental purpose of their programs with new direction and be willing to adjust program goals to meet changing requirements. It is absolutely possible to succeed at both.

Demonstrating leadership is demonstrating consistency. People see others who do something over and over, good or bad. Leadership can be always asking different people how their day is going, or how their project is. Over and over this builds trust and loyalty. After you demonstrate good consistency then you can increase your scope of influence. Eventually this gets noticed and rewarded.

Agreed! Knowing and understanding the enterprise key strategic imperatives and demonstrating how you are executing on them, not only will you help the organization achieve its goals, mission etc, but shows you as a leader who is able to help the company reach its objectives and hopefully, successes.

There are a couple of key things that I look for in effective Program Manager. First, the effective use of data to measure the state of the program in terms of completion of tasks and deliverables vs. budget and schedule. The second thing I look for is an effective risk management process. The process should look at prior program history and what's different on the program (new development, new customer, external factors such as supplier risk). The process should have concrete risk management plans for each major risks (e.g. parallel paths, accelerating testing, etc.) and should be monitored regularly.

In my experience being a program manager and leading teams of program managers, the 'Scale of Impact' is the best testament of growth. As the individual or team of program managers mature, they ensure teams are working on the right priorities, doing the right level of planning to ensure outcomes are met, anticipate risks and mitigate in-time and are a pleasure to work with.

Mentorship is an often unused source of obtaining quality feedback from the eyes of senior management. As a program manager, demonstrating growth can come in different ways; there’s self-growth, which comes from enhancing one’s capabilities, and then there’s the growth that senior management is looking for to support them. It’s important to display how you, as a program manager, have grown and matured in your skills and abilities and how your growth contributes to their success. Through the valuable resource of mentorship and feedback, you get direct access to insights that lead to more value-driven personal change. It lets you focus on what is important to them, which gives you the highest return on your self-improvement journey.

Mentorship within your organization is not only a great way to learn more about other areas of the business, but a powerful opportunity to evangelize the discipline and governance around program management. Little can be achieved in programs and projects without the support of people. Be sure to use every opportunity for feedback and mentorship to build relationships and solve problems collaboratively. As for feedback, I’ve found that response rates for surveys and the like tend to decline over time. To prevent this, it should be a well-established expectation that every program (and project) undertaken by the PMO will be given periodic stakeholder feedback through established channels. With practice over time, feedback becomes the norm.

Seeking feedback and mentorship is incredibly important for a Program Manager as it often provides a two-way channel to get direct input on activities, timing, concerns, etc.. and also provides the opportunity for you to help them better understand activities, timing, concerns, etc. This helps builds a positive relationship to build on for current and future activities.

As a current Program manager and in the dynamic role of a Program Manager, actively pursuing feedback and mentorship isn't just vital; it's non-negotiable. Welcome constructive criticism as a potent tool to sharpen your skills and elevate program execution to new heights. Forge partnerships with seasoned mentors who can provide invaluable guidance, share battle-tested insights, and steer you through the labyrinth of intricate challenges. This unwavering commitment to continuous improvement isn't merely a pathway to personal growth; it's the secret sauce that supercharges program success, leaving an indelible mark on both your own trajectory and the overall prosperity of your organization.

Provide metrics/data points over a period to show growth. Track, and collect data periodically for a few key indicators - like plan vs actual, story points delivered, timeliness. Apart from the metrics, identifying and escalating risks at the right time and appropriate levels / forum is important to provide an effective program management.

As a program manager on the path to becoming a senior program manager. In addition to seeking feedback and mentorship, actively engaging in mentorship yourself, educating the community, leading Employee Resource Groups (ERGs) or center of excellence (for) , or taking on the role of a PMO leader can indeed showcase your growth. These actions not only highlight your leadership skills but also demonstrate your ability to contribute to the development and growth of others, which is a crucial aspect of transitioning into a senior program management role.

Seeking feedback and mentorship are such critical components of professional growth. Here are some suggestions: Identify managers and colleagues who can lend an experienced perspective. Ask to shadow them or get their input on your work. Proactively ask stakeholders for feedback after milestones. Inquire about your communication, leadership, analytical skills. Schedule one-on-ones with your own manager to discuss wins, development areas, goals. Be receptive. Join informal mentorship circles or programs focused on building PM expertise. Learn from mentors' journeys. Request a mentor with expertise in an area you want to strengthen - risk management, for example.

Based on my experience, no one knows everything! By nature we grow with experience, good or bad, and feedbacks are always important to stop and reflect! Constructive feedbacks can be really powerful to elevate good leaders to the next level, it is definitely a great tool, but has to be genuine!

Embracing change and innovation is essential for any program manager seeking to grow their skills. Here are some ways to demonstrate those capabilities: Proactively assess and mitigate risks through contingency planning and scenario analysis. Adapt plans quickly when the unexpected occurs. Identify process improvements and new technologies that could add value; pitch them to leadership backed by solid business cases. Volunteer for cross-functional projects that require creative problem-solving and big-picture thinking. Track industry trends and best practices; share relevant insights with colleagues to inspire new approaches. Attend conferences and trainings on change management and emerging methodologies like Agile. Incorporate learnings.

As a Program Manager, leading with a commitment to embracing change and innovation is not just an option; it's a necessity in today's dynamic business landscape. Change is the only constant, and innovation is the driving force that propels programs and organizations to stay competitive and relevant. To embrace change effectively, start by fostering a culture within your team that sees change as an opportunity, not a threat. Encourage a growth mindset that values learning from new experiences and adapting to evolving circumstances. Stay informed about industry trends, emerging technologies, and best practices. Continuously seek opportunities to pivot, refine strategies, and optimize processes.

Innovations have transformed the world multiple times! Imagine if no one ever had trusted in changes thru innovation… we would for example be in the twenty century still be using written letter in lieu of an e-mail! Great evolutions such as Henry Ford automotive production line innovations, cellular phone or internet, our daily convenience would be a lot different! Think about it!

Without embracing change and innovation, the need for program management would be greatly diminished. Program management serves as a structured framework for organizations to plan, implement, and monitor complex projects or initiatives, often driven by the need to adapt, grow, or respond to shifts in the business landscape. In a world where change is constant, and innovation is a cornerstone of progress, the role of program management is paramount. Without the need for change, organizations would find little reason to undertake projects, and without innovation, the projects themselves would be static and inflexible.

Having been given the program I always assume it will change during the delivery process; my job, where I focus, is on anticipating where, looking for lead indicators & then tracking those. Then by taking those insights, incorporating those into your updates & ongoing conversations you can adapt the program to meet the (ever changing) business needs. The real key being you manage this & don't expect the exec team to, providing them a clear picture, insights based on conversations you have with key stakeholders (who'll ultimately decide if the program was successful) & enable them to be successful.

Embracing change and innovation is important as a program manager. Be flexible to welcome the change for the benifit of the program objectives.

I asked my boss if I could get trained and certified as a Lean Six Sigma Green Belt, then Black Belt. That experience helped me drive change in my organization.

To demonstrate growth as a program manager, embrace change and foster innovation. Adaptability and creativity are key in navigating uncertainty. Propose and implement innovative ideas to enhance program quality and efficiency. Proactively manage changes, risks, and opportunities for successful outcomes. Showcase leadership by initiating cross-functional projects, collaborating with teams, and sharing best practices. Embracing change and driving innovation highlight your growth as a program manager, showcasing your ability to deliver impactful results.

Embracing change and innovation is pivotal for a program manager's growth. In the dynamic business landscape, change is the only constant. Adapting to change not only keeps programs on track but also opens doors to new opportunities. Being proactive in identifying and managing changes and risks is a testament to your leadership and problem-solving skills. It showcases your ability to navigate uncertainties and ensure program success.

We should change the term “Soft skills” to “strategic skills” that are essential for a program manager’s growth. Technical skills involve the knowledge and tools for program management, while strategic skills encompass the ability to navigate complex situations, make informed decisions, and influence stakeholders effectively.

Program management is way more complex than just managing a number of projects. The technical and soft skills will vary from program to program. A good program manager will identify what needs to be developed and will work on it. Technical skills might be anything that the Program Manager needs to develop the program from tools to subject matter expertise, including technological, process, operations and supplier development. Soft skills are important to make sure the program is successful with stakeholders, customers, and leadership, including stakeholder management, conflict resolution, communication, and leadership skills.

Soft Skills = Power Skills = ability to achieve results. Be a life long learner. Get out of your comfort zone and learn something new.

Agree, however, I would add developing sector/subject(s) knowledge on the program management to the technical skills. That could be attained through regular follow-up of relevant publications as well as participating in virtual and in-person events.

This is an amazing topic! There is way to lead any pure technical stuff without soft skills association. We are still human beings. We talk to people, lead situations, manage conflicts, and all these with technical problems! A great professional has to study and develop itself in both soft and technical skills!

Program managers require a versatile skill set that includes knowledge of various tools and techniques, as well as the ability to understand standards, processes, and best practices. These tools and techniques can range from project management software and risk assessment tools to communication and stakeholder engagement strategies. Understanding these is crucial for informed decisions, resource optimization, and successful project delivery. Ultimately, leveraging these tools and techniques streamlines processes, maintains transparency, and achieves desired project outcomes.

Senior Management / Leadership is all about keeping the people motivated. It is people who do the projects/ programs. This is in comparison to Program management, which is all about delivery. The day PM starts thinking about strategic vision with people in mind, PM is ready for promotion

It seems like so many people value the technical skills over the soft skills, but it is actually the soft skills that differentiate a leader. Being comfortable enough to lead your own way and follow your own path sets you apart.

To demonstrate growth as a program manager, prioritize the development of technical and soft skills. Technical skills encompass knowledge and tools for program planning, execution, monitoring, and control. Soft skills include effective communication and interpersonal abilities. Invest in online courses, workshops, and professional communities to continually develop these skills. By actively enhancing your skill set, you showcase your commitment to personal and professional growth as a program manager.

A good rule to follow is: Share good news fast. Share bad news faster. The temptation is to do the opposite. No one wants to admit they failed. If your director is going to hear about it from someone, however, it is always best that they hear it from you first. If you can take it to them with a proposal for how you plan to address it - even better. That's how you prove you are ready to lead.

Lessons learned are crucial in program management as they provide valuable insights and promote continuous improvement. They capture both successes and failures, documenting what worked well and what didn't. Lessons learned help avoid repeating past mistakes, identify best practices, and refine processes. They enhance decision-making, risk management, and resource allocation. Lessons learned also foster a learning culture, transferring knowledge to future projects and enhancing organizational capabilities. By reflecting on lessons learned, program managers can adapt strategies, optimize performance, and increase the likelihood of project success.

Celebrate with your team, give credit where it's due. Never pass the chance to celebrate the contributions from stakeholders, as they are critical for the success of the program and likely you will need them again. Be thoughtful and honest about the failures. Make sure to create lessons learned documentation, and have a plan for escalations and fire drills. Issues will happen, and having a clear understanding on the initial path for resolution goes long way to manage reputational damage.

Celebrating with your team is a great tool to assure energy and engagement for the next challenges! No one is motivated to move forward without some level of recognition! Great leaders promote thru celebration the connection between people!

As a program leader, it is imperative to ardently champion the dual pillars of celebrating successes and extracting wisdom from failures. Celebration isn't just about boosting team morale; It's about acknowledging and rewarding your team's accomplishments, laying foundations for a work environment steeped in positivity and unbridled motivation. Conversely, failures are not mere setbacks; they're learning events and opportunities. In the aftermath of setbacks, don't glance over the wreckage but delve deep into the debris. Analyze every facet of what went awry, excavate the root causes, and mine the invaluable lessons buried within. Have candid and open dialogues within the team, making failure a stepping stone rather than a stumbling block.

Celebrating achievements with project managers is crucial for a positive and motivated work environment. It recognizes hard work, dedication, and contributions, boosts morale, reinforces ownership, and encourages innovation. It also establishes trust, allowing Program Managers to discuss failures openly.Ultimately, it instills a sense of pride and purpose among project managers, reinforcing their commitment to the program's success and encouraging a shared sense of achievement.

In success ensure you elevate your team, as the leader your job is to make sure they get the praise & recognition they deserve. In failure I ask one question 'what did you learn?' if you use this approach, creating a safe space, you, your team & the organisation will learn more than you can ever imagine.

To demonstrate growth as a program manager, celebrate successes and learn from failures. Recognize and reward achievements while sharing them with stakeholders and your team to highlight program outcomes. Analyze setbacks and challenges through post-mortems or lessons learned sessions, applying feedback to improve future performance. Embracing both success and failure showcases a growth mindset, fostering continuous improvement as a program manager.

To exhibit growth from a program management role - scaling up to senior management, here is my proposition: Recognize Achievements: Celebrate team milestones and accomplishments. Share Success: Communicate successes with stakeholders and management. Feedback Loop: Conduct post-mortems for project setbacks. Continuous Improvement: Apply lessons learned to future projects. KPI: Host quarterly success recognition workshops, & events. Ex: Share project success story in team meetings. Outcome: Boost team morale, foster learning culture, and drive continuous improvement.

Training and developing people are crucial for sustained growth within a team or organization. It’s not about avoiding all risks but rather practicing effective risk management while fostering a collaborative environment where everyone supports each other’s growth. In this way, individual growth contributes positively to the team’s overall success, and collectively, the team can work together to minimize risks and mitigate potential negative impacts. So, it’s not a choice between taking risks and personal growth; it’s about finding a balance that benefits both individuals and the team as a whole.

A program manager's growth is exemplified through their approach to conflict resolution, viewing these situations as valuable opportunities to enhance understanding and align with program objectives. Significant program challenges often stem from disparities among key stakeholders, arising from differences in opinions, misunderstandings, or competing objectives. Demonstrating technical proficiency by effectively utilizing tools for clarification is vital, while serving as an impartial mediator and facilitator in reaching resolutions shows advanced leadership and communication capabilities. Embracing these opportunities with equilibrium and impartiality fosters trust and displays a capacity to deliver tangible business value.

A good sign of growth in the eyes of management is demonstrating a degree of self-sufficiency. An organization has many problems to solve, and your job is to take one of them off management's plate. Does management have the confidence that you can get that job done without extensive oversight? A good program manager knows how to handle the minor challenges while seeking guidance for the major ones. Keep your management team informed with regular communications at an appropriate altitude that abstracts the day-to-day activity.

Measuring important KPIs / Metrics from time to time is always a good way to share your growth story with senior management. An important KPI that I have always used are: 1. Project timelines: Showcasing how you have met your schedules, reducing the release cycle, and faster deployment time. 2. Cost Reduction: Identify cost drivers and action plans to reduce it. 3. Customer success: Never forget to seek customer feedback and plan to further improve it. 4 Risk Management: The total number of risks mitigated well in time is always a good measure. 5. Innovation: Highlight your contribution to introduce any innovative framework from proposing to implementing any improvements.

As a program manager to showcase growth, one can consider QoQ data of KPI's and NPS scores. Improving cost of delivery and margins is a direct quantitative measure of growth. If we see client communication changing from tactical topics to strategic goals, it means progress. One moves from a preferred partner to a trusted advisor. Internal employee job rotations, promotions, minimal attrition and delivery escalations are also metrics for growth.

Other things to consider are 1. Gaining domain knowledge - this helps in quickly developing the context in every project and communicate easily with stakeholders. 2. Training and development of team members - supporting team to grow ensures that you come off as a team leader which is essential to grow further because as you move up the ladder , people management becomes larger & larger part of the responsibility.

Identifying a problem, sizing it to understand if it's an important problem to solve, influencing all stakeholders to get the needed resources, starting a pilot to release a miminum viable product to have real-time learning, embracing feedback and ideas to scale the pilot 50X, communicating across the length and breadth about the progress through measurable outcomes. Each of the aforesaid can be measured with SMART goals that can provide great data and anecdotal insights to convey the change brought to the table through effective program management.

Growth is also shown in your ability to create joint incentives for your stakeholders. This is a skill that comes with oversight and experience. Providing the appropriate motivation determines the success of projects and I've frequently seen this being underestimated. This can be joint goals (e.g. formalised through joint OKRs), additional value-adds (e.g. access to something the other party wants) or also just executive priorities. Before you set-up a project, spend dedicated time on identifying and aligning incentives that foster mutual benefits for all stakeholders. This involves understanding the underlying motivations of various departments and crafting solutions that create a win-win situation for everyone involved.

One thing I have found as a good indicator or factor someone is showing growth is how are they developing and leading their team. Are you making sure that your team is getting not only the resources but the enrichment needed to grow and mature inside the organization. Does the individual team members understand their value and what they do for the organization is value added. Do they have the latitude to be innovative in their respective areas. If the team members are showing that and you as the the manager are showing that then its likely you are ready for the next step up.