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ANZAM 2016 - Leading People & Managing Things - Dayo Sowunmi II

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Here's the abstract from my paper, on which this presentation is based.

The author of this paper has observed a worryingly large number of common traits among failed projects, in contrast with successful projects – the spin is on how they engage with their people and teams. Several projects still fail because their people are not properly engaged.

This paper asserts that we lead people and manage things. It is dangerous to think we can manage people. Based on studies by human behaviour experts, together with examples from the author’s leadership experience, the paper expounds this assertion. The paper offers practical insights and effective techniques to better understand oneself and team members, so as to develop high-performing teams towards project success.

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ANZAM 2016 - Leading People & Managing Things - Dayo Sowunmi II

  1. 1. Leading People & Managing Things Dayo Sowunmi II 30th ANZAM Conference School of Management, QUT Business School
  2. 2. Overview 1 Common traits among failed projects (people engagement) 2 People Leadership (leader & team perspectives) Impossible colleagues? Teams not motivated, inspired & productive? What makes a high-performing team? What do team members really want? 3 Wrap-up and Questions 1
  3. 3. 2 Leader’s Perspective 1 Failing to appreciate complexity of teamwork 2 Poor emphasis on ‘softer skills’, emotional intelligence, self-awareness 3 Impact of leadership styles on productivity 4 Physical and mental health 5 Think laterally / outside the box
  4. 4. Leadership Styles 3
  5. 5. Impossible Colleagues? …Mind The Gap “When dealing with people, remember you are not dealing with creatures of logic, but with creatures bristling with prejudice and motivated by pride and vanity.” Dale Carnegie Individual mental models (George Kelly) 4
  6. 6. What Team Members Mean (Opposing Poles) 5
  7. 7. What Makes A High-Performing Team? 6 Diderot 1713-84 “Only passion, great passion, can elevate the soul to great things.”
  8. 8. What Team Members Really Want 7 1 To be heard and understood 2 Feel psychologically safe at work Illustrated by James Graham (NY Times)
  9. 9. Wrap Up 8