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Emotional intelligence in project management

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Emotional intelligence in project management

  1. 1. Emotional Intelligence in Project Management How to promote a culture of ownership and collaboration in leading Projects Workshop on
  2. 2. “A career is now not so much a ladder of roles, but a growing reputation for making things happen. Influence, not authority, is what drives the political organization today in all organizations” -Charles Handy, author- The Leader of the future
  3. 3. The Rules for Project Managers Have Changed On time, on budget, within scope – old story; Now- do more with less
  4. 4. Why EI for Project managers? We tend to place a higher value on tasks. We sometimes lack empathy. Recognizing the importance of stakeholder relationships and role of Emotional Intelligence in managing projects can be the big the differentiator.
  5. 5. “To advance as a PM requires understanding and mastery of emotional intelligence concepts. Project managers must be emotionally intelligent.” J. Rodney Turner, PhD, and Ralf Mueller, DBA, Authors of Choosing Appropriate Project Managers
  6. 6. Emotional intelligence can help PMs to: 1. Develop stakeholder relationships that support the project’s success 2. Anticipate and avoid emotional breakdowns 3. Deal with difficult team members and manage conflict 4. Leverage emotional information to make better decisions 5. Communicate more effectively 6. Create a positive work environment and high team morale 7. Cast a vision for shared project objectives that will attract, inspire, and team
  7. 7. Workshop Objectives • Define emotional intelligence and how it relates to personal and organizational success. • Interpret assessment results from the Leader EQ Inventory. • Apply tools to increase personal skills: self awareness and self management of emotions. • Apply tools to increase social skills: recognizing the emotions in others and responding to those emotions. • Discuss social responsibility and how it supports an organization’s goals and individual goals. • Apply tools to increase your and others emotional intelligence
  8. 8. Expected contributions To succeed confidentiality, goodwill, commitment, humour
  9. 9. A DIFFERENT INTRODUCTION • Stand up • 2 circles • You will answer the question I ask in 1’30. Your partner listens • The person with his back inside the circles starts…
  10. 10. “We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.” Daniel Goleman
  11. 11. Until I came to IBM, I thought that culture was just one of the important elements in an organization's success. What I realized that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value. Louis V. Gerstner, Jr. Former chairman of the board of IBM
  12. 12. 67% Hay/Bcber study - 181 different positions from 121 companies Impact of Emotional Competencies on Effective Performance
  13. 13. Harvard Business School › Empathy › Perspective taking › Rapport building › Cooperation
  14. 14. PMBOK ® Guide on Interpersonal Skills • Leadership • Team building • Motivation • Communication • Influencing • Decision making • Political and cultural awareness • Negotiation
  15. 15. So…What is Emotional Intelligence?
  16. 16. “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Daniel Goleman EI Defined… “the abilities to recognize and regulate emotions in ourselves and in others”- Daniel Goleman and Gary Cherniss
  17. 17. What Emotional Intelligence is Not? o Emotional intelligence is not about being nice all the time. – It is about being honest. o Emotional intelligence is not about being “touchy-feely.” – It is about being aware of your feelings, and those of others. o Emotional intelligence is not about being emotional. – It is about being smart with your emotions.
  18. 18. Good News!! Our level of emotional intelligence is not fixed genetically…it is largely learned, and it continues to develop as we go through life and learn through experience.
  19. 19. Learning About Emotional Intelligence Is Only the First Step…Emotional competence is the ultimate goal
  20. 20. Understanding the Emotional Intelligence Framework A Brief Primer on Emotional Intelligence
  21. 21. 2 Aspects of Emotional Intelligence PERSONAL COMPETENCE SOCIAL COMPETENCE
  22. 22. 4 Components of EI
  23. 23. 4 Components of EI Self-Awareness Self- Management Social Awareness Relationship management 1 2 3 4
  24. 24. Self-Awareness Self- Management Social Awareness Relationship management 1 2 3 4 Self-Awareness. Can I accurately Identify my own emotions and tendencies as they happen? 4 Components of EI
  25. 25. Self-Awareness Self- Management Social Awareness Relationship management 1 2 3 4 Can I manage my emotions and behavior to a positive outcome? 4 Components of EI
  26. 26. Self-Awareness Self- Management Social Awareness Relationship management 1 2 3 4 Can I accurately identify your emotions and tendencies as I interact with you? 4 Components of EI
  27. 27. Self-Awareness Self- Management Social Awareness Relationship management 1 2 3 4 Can I manage the interaction I have with others constructively and to a positive outcome? 4 Components of EI
  28. 28. Learning Objective 1. Emotional Self- awareness 2. Emotional Self- Management 3. Social Awareness 4. Relationship Management
  29. 29. Self- Awareness Emotional Self-awareness Accurate Self-assessment Self-confidence
  30. 30. Project Management Begins with Self-Management
  31. 31. “If you understand your own feelings you get a really great handle on how you’re going to interact and perform with others…So one of the first starting points is- ‘what’s going on inside of me?’” Self- Awareness
  32. 32. • Awareness of your beliefs • Awareness of your capabilities • Awareness of your skills and knowledge • Awareness of your thoughts and emotions. Self- Awareness
  33. 33. Belief & Perception
  34. 34. Emotional Red Flags • Inappropriate Humor • Use of Sarcasm • Passive–Aggressive Behavior • Playing the Victim • Hostility • Reactivity
  35. 35. Emotional Self-Awareness
  36. 36. EQ-I Assessment
  37. 37. Tools and Techniques for Building Self-Awareness • Keep a Feelings Journal • Use an emotional Tally sheet • Conduct a Physical Inventory • Use Paired Sharing • Backtrack • Use Quiet Time • Track your Reactivity
  38. 38. Accurate Self- Assessment
  39. 39. Accurate Self-Assessment • MBTI Profile • Disc Profile • 360 Performance Management • Strengthfinder.com • Learning Style • Social Style • Leadership Style
  40. 40. Self-confidence Self-Confidence: “A Strong Sense of One’s Self-Worth and Capabilities.” —Daniel Goleman Meet Tony
  41. 41. Update Your Bio • If I had to describe my value proposition in three key messages, what would I say? • What three pieces of information should I include to make my areas of expertise clear? • What three pieces of information should I include so that others know how to position me for new roles that allow me bring my highest value to the organization?
  42. 42. Self-Confidence is not about knowing all the answers. It is about the sense of certainty deep down inside of yourself that you can handle any problem.
  43. 43. Self-Awareness Personal Action Plan Page 18 of your Workbook
  44. 44. Until you make your unconscious conscious, it will rule your life and you will call it fate - Carl Jung
  45. 45. Self-Management Impulse Control Trust-worthiness Achievement Orientation
  46. 46. People Do not leave Organizations, they leave…
  47. 47. Negative Feelings Can Cripple a Team • Self-Control Helps Us Avoid Emotional Breakdowns • Emotional hijacking
  48. 48. Examples of emotional breakdowns in a project environment 1. Angry Tirades 2. Door Slamming 3. E-mail Letter Bomb 4. Withdrawal and Isolation 5. Holding Grudges and Getting Even 6. Criticizing 7. Sarcasm 8. Playing the Victim
  49. 49. Emotional Breakdowns May Be Traced Back To Emotional Triggers. • Moods and attitudes of others • Pre-thinking or foreshadowing • Dwelling • Personality • Hot words/hot buttons • Perceived criticism • Physical environment • Illness or physical conditions • Situations
  50. 50. Emotional Triggers and Amygdala Hijack
  51. 51. Explanatory style • Permanence • Pervasiveness • Personalization • Optimism vs Pessimism
  52. 52. Techniques to Improve our Self-Control • Know Thyself • Use HALT • Evaluate your physical environment • Take care of yourself and Stay healthy • Self-renewal • Avoid long work-week • Take time Out • Talk it out with someone • Write a mail/letter to yourself • Use humor • Do not try to be perfect • Prepare and Plan ahead
  53. 53. Self-Management Personal Action Plan Page 25 of your Workbook
  54. 54. Social-Awareness Empathy Organizational Awareness Service Orientation
  55. 55. Nonverbal perception is Nonverbal cues include facial expressions and body language. The second subcomponent, empathy
  56. 56. Empathy • Ability to read the spoken and unspoken thoughts and feelings of others • Ability to appreciate the thoughts and feelings of others and why they have them • Capacity to respect and value people from diverse backgrounds and cultures
  57. 57. Typical Situations where Social Awareness is Required 1. Understanding the verbal and nonverbal communications of different stakeholders 2. Understanding the motivations of our team members so that we can align them with the objectives of the project 3. Improving your understanding of stakeholders and politics 4. Providing feedback and constructive criticism to team members 5. Recognizing and addressing hostility, conflict, and other negative behaviors
  58. 58. Why do we find empathy difficult as PMs? 1. Self-Orientation 2. Results First 3. Tough Stuff 4. We Are Smarter Than Others
  59. 59. One of the key applications of empathy is empathetic listening, listening without judgment.
  60. 60. Organizational Awareness “the ability to read the currents of emotions and political realities in groups” —Cary Cherniss and Daniel Goleman
  61. 61. Organizational Awareness A leader with a keen social awareness can be politically astute, able to detect crucial social networks and read key power relationships. Such leaders can understand the political forces at work in an organization, as well as the guiding values and unspoken rules that operate among people there. —Daniel Goleman, Richard Boyatzis, Annie McKee 7
  62. 62. PM Assessment for Organizational Awareness • Level 1:Understands the structure and organization of the company and the client and uses that to manage effectively. • Level 2: Is familiar with the inner workings of the company and how to get things done informally. Is able to leverage the organizational capabilities for the client’s benefit. • Level 3: Understands and leverages not only the company but the client and vendor organizations. Recognizes key decision makers in the environment. • Level 4: Understands the client’s business as well or better than the client; consistently acts with the client’s best interest in mind.
  63. 63. Understanding Culture & Values of the Organization • Who gets promoted and why? • What behavior gets rewarded? • What type of behavior gets punished? • How does the organization react to problems or challenges? • What happens when mistakes are made? • Are there written or unwritten rules about starting early or working late? • Are there rules around telling the truth or not telling the truth? • What does it take to succeed in your organization? • Who gets the largest bonus and why? • Who has been fired and why?
  64. 64. Service-Orientation
  65. 65. Techniques for Improving Our Social Awareness • Improve Your Empathetic Listening Skills • Track Emotions during Team Meetings • Identify Emotional Red Flags in Others • Mirror Emotions • Find a mentor good at particular skill • Track Your Own Emotions • Keep a Journal • Explore and Learn About People • Systematically Dissect the Organizational Culture • Assess Your Project Team • Practice Social Awareness During Movies
  66. 66. Social-Awareness Personal Action Plan Page 31 of your Workbook
  67. 67. Relationship Management Stakeholder Relationships Developing Others Truth-Telling
  68. 68. Key Power Relationships
  69. 69. Stakeholder Management • Collect and Analyze Information About the Stakeholders – Stakeholder Priority – Role on the Project – Position Relative to the Project – Stakeholder Objectives – Communication Style – Facts, Passions, and Areas of Interest
  70. 70. Techniques for Managing Relationships in Projects 1. Apply the Emotional Intelligence Basics and social awareness 2. Stakeholder Management 3. Regular One-on-One Meetings 4. Out to Lunch! 5. Use Icebreakers and Teambuilding Exercises 6. Develop Others by Becoming a Coach and Mentor 7. Recognize Others 8. Assessment Instruments 9. Practice Truth-Telling Techniques
  71. 71. Thomas Kilmann- Conflict Instrument