Regenerative Leadership in Project Management: Essential for 2024 and Beyond

Regenerative Leadership in Project Management: Essential for 2024 and Beyond

In an age where buzzwords like “Transformational Leadership”, “Servant Leadership”, and “Agile Management” dominate boardrooms and workshops, one might ask: “What about Regenerative Leadership?” Over the past year, I’ve attended several conferences where a resonating sentiment was the shift from ‘project management’ to ‘project leadership’. This evolution underscores the need for fresh perspectives. As we navigate an increasingly complex global landscape, the principles of regenerative leadership are not just another model to consider; they’re becoming indispensable. For 2024 and beyond, this leadership style offers a pathway to building sustainable, revitalized systems that can adapt and thrive amidst constant change.  Let me explain:

Ok, So What is  Regenerative Leadership

At its core, regenerative leadership is about more than just maintaining resources—it’s back to actively rejuvenating them. When applied to project management, it means leading projects that meet their objectives and continually regenerate teams, resources, and stakeholder relationships. This approach ensures the project’s long-term positive impact and sustainability, creating a continuous growth and improvement cycle.

What does this mean to a project manager?

Regenerative leadership is a holistic approach that integrates personal, organizational, and ecological well-being. It emphasizes systems’ interconnectedness, resilience, adaptability, and transformative growth, rooted in a deep respect for all living systems and a proactive approach to sustaining and enhancing them.


Regenerative Leadership Model | GPM Global 2023

How about an example?!?

Consider a project manager leading a team to develop a new enterprise-level Customer Relationship Management (CRM) software. I use this one because it is the IT sector that most often says “this doesn’t apply to me”. Here you go!

  1. Personal Level: The project manager is committed to continuous personal and professional growth. They attend leadership development seminars and workshops on ethical software design and actively seek feedback from their team and peers. This self-awareness and growth mindset are mirrored in their interactions, promoting a culture where mistakes are seen as learning opportunities.
  2. Organizational Level: Beyond just product development, the PM emphasizes a collaborative and inclusive work culture. They initiate open feedback loops, ensuring that even junior team members can voice their perspectives. They encourage cross-departmental collaboration, recognizing that a cohesive product requires understanding from sales, marketing, customer support, and more. They also promote flexible work hours, understanding the diverse needs of their team members and valuing output and innovation over rigid hours.
  3. Ecological Level: While a CRM software might not seem directly connected to ecological concerns, a regenerative leadership approach can still be applied. The software can be designed with energy efficiency in mind, reducing server loads and energy consumption. User manuals and documentation, instead of being printed, are integrated into the software using interactive and user-friendly designs. The project manager also recognizes the broader digital ecosystem, ensuring that the software can integrate seamlessly with other tools, thus reducing redundancy and waste in digital processes. On a more tangible level, the PM could advocate for company practices that offset the carbon footprint of the servers hosting the CRM or select hosting providers committed to renewable energy.

In this scenario, the CRM software is developed not just to meet business needs but is embedded within a larger framework that respects and nurtures both the digital ecosystem and the world beyond. The project manager, through a regenerative leadership lens, ensures that the software serves its purpose while fostering an environment of growth, adaptability, and holistic well-being.

What can YOU do to inspire regenerative thinking among your project teams:

  1. Lead by Example: Your actions as a leader speak volumes. By prioritizing sustainability and regeneration in your actions and decisions, you set a powerful example for your team to follow.
  2. Provide Learning Opportunities: Organize workshops and training sessions on regenerative practices, sustainability, and related topics. This will equip your team with the knowledge and skills they need to contribute effectively.
  3. Celebrate Successes: When a team member or a smaller group within the project achieves something that aligns with regenerative principles, highlight and celebrate it. This reinforces the desired behavior and encourages others to do the same.
  4. Open Dialogue: Create spaces where team members can voice their ideas, concerns, or suggestions related to sustainability and regeneration. This open dialogue can spark innovative solutions and foster a culture of collaboration and continuous improvement.

Here are some industries that are on the cusp of regenerative transformation

  1. Agriculture: Faced with challenges like soil degradation due to traditional farming, this industry could benefit greatly from regenerative leadership and sustainable farming practices.
  2. Urban Development: Amid issues like overpopulation and pollution, the need for regenerative leadership in creating green, self-sustaining urban environments is increasingly urgent.
  3. Textile Industry: A sector notorious for waste and environmental degradation can find redemption by embracing regenerative strategies.

As we advance towards 2024 and beyond, a shift from conventional leadership and project management paradigms is becoming increasingly necessary. Regenerative leadership, with its emphasis on rejuvenation, sustainability, and holistic value creation, provides the blueprint for this transition. As more industries and organizations adapt this model, they are charting a course for a future where business success and societal welfare converge. This is the new era of project management—an era of regeneration, resilience, and sustainable growth.


Dr. Joel Carboni

Dr. Joel Carboni is a highly respected expert in sustainable project management. He is a graduate of Ball State University and holds a Ph.D. in Sustainable Development and Environment. He has over 25 years of experience in project management, including government, finance, consulting, manufacturing, and education. He is a frequent speaker at conferences and events related to project management and sustainability and has worked in more than 50 countries. In addition to serving as President Emeritus of the International Project Management Association (IPMA) in the United States and being a member of the Global advisory board, Dr. Carboni is also the founder of GPM (Green Project Management) and a visiting professor at Skema Business School. He is also the GPM representative to the United Nations Global Compact, where he was a founding signatory of the Business for Peace Initiative and the Anti-Corruption call to action and a contributor to the development of the UN 2030 Agenda for Sustainable Development (SDGs). Dr. Carboni is the creator of the PRiSM™ project delivery methodology and the P5 Standard for Sustainability in Project Management and has written training programs on Green and Sustainable Project Management that are offered in more than 145 countries through professional training providers, business associations, and universities. He is the lead author of the book "Sustainable Project Management."

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