People skills: team and leadership

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Information about People skills: team and leadership
Business & Mgmt

Published on March 3, 2014

Author: assocpm

Source: slideshare.net

18/02/2014 Leadership 1

18/02/2014 OBJECTIVES - Exploring with you as interactively as we can: PM leadership •Why we need leadership •What is leadership •How leadership is different from management Neuroscience •Fad or fact? •What can it tell us about delivering projects at the coalface •Why the exciting part is how we can align individuals’ natural human desires with maximising organisational performance Becoming a great leader •One neuroscience model you can apply immediately that can significantly change how you help people make your project successful •Already converted! - How about finding some ways to persuade your organisation of the benefits of shifting their approach? Why do we need leadership? 2

18/02/2014 1. Imagine the VERY best PM you have ever worked for/with 3

18/02/2014 1. Imagine the VERY best PM you have ever worked for/with 2. Compare that VERY best to the average 1. Imagine the VERY best PM you have ever worked for/with 2. Compare that VERY best to the average 3. What words would you use to describe what the VERY best PM did that made them so good? 4

18/02/2014 Managers Engaging People Leaders “Communicate” by telling people what has been decided Expect people to do things their way Make sure the team has the skills it needs to deliver Making Decisions Tell people what they need to do Maintain control “Would you be at your most engaged with a Manager or a Leader?” 5

18/02/2014 And the most important two? 1. Are strongly committed to a clear mission 2. Have a long term and big picture perspective 3. Are both systematic and innovative thinkers 4. Find and empower the best people for their teams 5. Are selective in their involvement in project issues 6. Focus on external stakeholders 7. Thrive on relationships and influence 8. Proactively gather information and insist on results 6

18/02/2014 OBJECTIVES - Exploring with you as interactively as we can: PM leadership • Why we need it • What it is • How its different from management Neuroscience • Fad or fact? • What can it tell us about delivering projects at the coalface • Why the exciting part is how we can align individuals’ natural human desires with maximising organisational performance Becoming a great leader • One neuroscience model you can apply immediately that can significantly change how you help people make your project successful • Already converted! - How about finding some ways to persuade your organisation of the benefits of shifting their approach? So much we don’t know about how the brain works O lny srmat poelpe can raed this. I cdnuolt blveiee that I cluod aulaclty uesdnatnrd what I was rdanieg. The phaonmneal pweor of the hmuan mnid, aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, syas it deosn't mttaer in what oredr the ltteers in a word are, the olny iprmoatnt tihng is that the first and last ltteer be in the rgh it pclae. The rset can be a taotl mses and you can still raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the word as a wlohe. Amzanig huh? Yaeh and I awlyas tghuhot slpeling was ipmorantt! If you can raed this psas it on !! 7

18/02/2014 If I said “We know how you can create……..” 31% higher productivity 37% higher sales Three times higher creativity Are you interested? “A sweeping meta-analysis of 225 academic studies found that happy employees have on average………….” 31% higher productivity 37% higher sales Three times higher creativity Study by Sonja Lyubominsky, Laura King and Ed Diener quoted in HBR Feb 2012 by Shawn Achor 8

18/02/2014 Brain concepts with HUGE organisational implications 1 - The brains primary function is to keep us safe • It is about 5 times more alert to threat than opportunity • If in doubt the brain will perceive threat 2 - People brains have developed the NEED to be in good relationships with other people • We have specialised cells like mirror neurons – probably ONLY to empathise with each other • Good relationships are essential to create and maintain effective brains 3 - The brain operates efficiently by making patterns/maps • Patterns are so important that we make them up with very few facts • The more often you do something it becomes a more laid down map • This explains why change is difficult Its ALWAYS safety first 9

18/02/2014 OBJECTIVES - Exploring with you as interactively as we can: PM leadership • Why we need it • What it is • How its different from management Neuroscience • Fad or fact? • What can it tell us about delivering projects at the coalface • Why the exciting part is how we can align individuals’ natural human desires with maximising organisational performance Becoming a great leader • One neuroscience model you can apply immediately that can significantly change how you help people make your project successful • Already converted! - How about finding some ways to persuade your organisation of the benefits of shifting their approach? Status Certainty Autonomy Relatedness Fairness Dr David Rock of the Neuroleadership Institute 10

18/02/2014 The SCARF model is useful for: • Self awareness • Self control • Awareness of others • Reminding us how easy it is to inadvertently threaten survival • Identifying a better way to achieve to required objective What would you identify as the worst behaviour on your project at the moment? Which of the SCARF identifiers might be causing this behaviour? 11

18/02/2014 Identify others bad? behaviours What can you do differently tomorrow? Status Certainty Autonomy Relatedness Fairness • Face-to-face feedback sessions with suppliers and clients driving improvement in performance • Good relationships are essential to create and maintain effective brains. We think best in the context of good relationships. Emails? • Seek to empathise rather than take an adversarial stance. Vocabulary, tone and body language. If we keep doing the same thing …..we’ll get the same results 12

18/02/2014 “Be the change you want to see in the world” Ghandi 13

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