Leading in Projects-English
Content
» Let your projects fly »
Are you aiming high? Leading in projects
www.nextlevelconsulting.eu
1
Our team
More than 100 specialists are now available to help you
www.nextlevelconsulting.eu
2
Locations
Bonn
Salzburg Zurich
Vienna Graz
Bratislava
Zagreb
Our services in your language: Croatian, Czech, English, French, German, Italian, Japanese, Mandarin, Portuguese, Russian, Slovak, Slovenian, Spanish
www.nextlevelconsulting.eu 3
Complete range of services
Training
» Basic training programme in project and process management » Special seminars to deepen your knowledge and skills » Expert workshops for a professional approach to PM and PcM » Preparation for IPMA® and PMI® certification » Preparation for process management certification according to TÜV AUSTRIA standards » Training courses, specially devised curricula and MBA courses » Bring your project!
Consulting
» Introduction to and further development of project and process management » Human resources and organisational development » Project audits » Project portfolio management » Strategic project and programme management » Development of company PM culture » PM office
Coaching
» Coaching within the scope of specific projects, processes and programmes » Supervising individuals and teams in their management of specific projects » Supporting PM processes (assignment, start, controlling, completion) » Establishing controlling structures » Coaching in process management (including process optimisation)
Management on demand
» Provision of PM staff: project managers, project controllers, project assistants, heads of PM offices » Provision of process management staff: staff in charge of processes, process controllers, process management competence centres » Special roles: crisis managers, claim managers, risk managers, contract managers, schedule organisers
Tools
» Software to support your projects, processes and project portfolios » Tailored to your needs » Simple, low-cost and easy-to-use solutions » Tried and tested – based on the experience gained from more than 1,000 projects » Planning, controlling, optimisation and visualisation » Adaptation and implementation of IT solutions » Demo versions on www.nextlevelsolutions.eu
www.nextlevelconsulting.eu
4
Cooperation » time management » no toys! » listen! » we understand different opinions as suggestions! » confidentiality! » the seminar is a space to rehearse !
"The head is round – so thoughts can change direction!“
www.nextlevelconsulting.eu
5
Leadership in projects » within short & limited time » with a new team » a new, risky, dynamic and complex challenge » with certain given resources » expecting conflicts with line organisation / line managers » what is the difference, that makes the difference?
www.nextlevelconsulting.eu
6
Roles in Projects
multiprojectorganisation management staff staff ps pmcc PO pscm pscm ps pec pmcc MPM PM
head of dept. employee employee employee employee employee
head of dept. employee employee employee employee employee employee employee employee
head of dept. employee employee employee employee
head of dept. employee employee employee employee employee employee pe pe
project steering committee pm pe
ptm pe ptm
ptm pe pe pe subteam
line organisation
projectorganisation
www.nextlevelconsulting.eu
7
The role project manager...
Technical competence "know what to do …“
Methodical competence "know how to…“
Social competence "know how to with who…“
www.nextlevelconsulting.eu 8
Theme Centred Interaction
Dynamic Balance
IT
Theme
Globe
Environment
Leader
I
Individual
WE
Group
www.nextlevelconsulting.eu
9
Theme Centred Interaction
Dynamic Balance
IT
Theme
objectives tasks, results requirements, time, ...
I
Individual
www.nextlevelconsulting.eu
fears, believes, values, attitudes, prejudices, hate / sympathy, experience, motivation, courage ...
WE
Group
10
Theme Centred Interaction
Be your own chairperson Disturbances take priority
Speak only for yourself Do not ask without explaining why you are asking Side talks have priority Only one (1) person at a time Be authentic and selective in communication Check body language / -signals (your own and the others) Express your personal reactions / feelings / wishes Do not interrupt others No generalizations
www.nextlevelconsulting.eu
11
Leadership styles » Authoritarian – all decisions taken by the leader » Patriarchal – considerate, "papa/mama“ style, babysitter » Consultative – the leader is preparing the decisions » Cooperative – with much interaction » Delegating – commitments + free space » Autonomous – self leading team
www.nextlevelconsulting.eu
12
Elements of Leadership » Goal / people / power-oriented » Understanding the business » Sharing a common vision » Enabling / Empowering » Self motivated » Self organised » Dealing with the "right“ conflicts » Sensitive / communicative » ...
www.nextlevelconsulting.eu 13
Leadership Concept
Power Orientation
?
Team Orientation
www.nextlevelconsulting.eu
Goal Orientation
14
Perception
see
10.000.000 bits/second
hear
1.000.000 bits/second
touch
400.000 bits/second
smell taste
www.nextlevelconsulting.eu
5.000 bits/second
15
Perception
Perception
1st filter
short-term 2nd filter
long-term
10 Mio b/s
16 b/s
0,5 b/s
0,05 b/s
www.nextlevelconsulting.eu
16
Common Reality
Expert differences
common ground differences
Client
» Observer is part of observation » Observation depends on point of view and is therefore subjective » Realities depend on people and their perceptions
www.nextlevelconsulting.eu 17
Perception
60 %
30 % 10 %
www.nextlevelconsulting.eu
Thisis what I understand
18
Subjective perception
Wand wall
Blatt leaf
Seil rope
Schlauch
hose
» solutions
» » » » paraphrasing visualisation translating structuring
www.nextlevelconsulting.eu
19
Relying on impressions
perception
STOP
ASK!!!
interpretation
www.nextlevelconsulting.eu
20
How to influence behaviour …?
» n case of inappropriate behaviour I » 1 - clear, immediate feedback on inappropriate behaviour what is expected instead » 2 - give employee chance to improve his/her behaviour » 3 - give positive feedback if desired behaviour is shown
and
www.nextlevelconsulting.eu
21
The square of values
by Schulz von Thun
flexibility spontaneity improvisation speed
structure planning thoroughness precision
rigid, inflexible perfectionist Fussy, slow over-considering things
www.nextlevelconsulting.eu 22
What is reality ?
www.nextlevelconsulting.eu
23
Motivation & performance readiness ability opportunity = performance x x x
Aus Reinhard K. Sprenger „Mythos Motivation“
www.nextlevelconsulting.eu
24
Maslow‘s needs
Selfactualisation Esteem needs
(status, fame, glory, recognition, attention, reputation, appreciation, dignity..)
You don‘t miss the water till it‘s gone...
Belonging needs Safety needs
(Safety, independence, competence, stability, order, law)
Physiological needs
(Hunger, thirst, sex, sleep, rest...)
www.nextlevelconsulting.eu 25
Johari Window
To Me conscious unconscious
conscious To others unconscious
Public person
talk listen
"blind spot“
private person
unconscious
www.nextlevelconsulting.eu
26
Teamwork
"false“ teamwork "real“ teamwork
» co-acting » Adding individual effort » Partial perspectives
www.nextlevelconsulting.eu
» inter-acting » Added value is created » Holistic perspectives
27
What time is it in your team…?
- tolerance - productivity - rules
- distance - caution
- groups within the - development group - fights
www.nextlevelconsulting.eu
28
Process of teambuilding
(Tuckman)
» FORMING » Different individual goals, interests, abilities. uncertainties, dependencies, need for orientation, politeness, the group tests behavioural patterns » STORMING » Conflicts between people and subgroups, uprising against leaders, resistance against other opinions, conflicts take place about resources, means, objectives..., borders are defined and tested » NORMING » Team spirit is created; subordination of common objectives, existence of commonly accepted rules for cooperation, mutual acceptance, everybody contributes to continued existence of the team » PERFORMING » Energy for actual activities is available, personal problems have lower priority than work, role understanding is flexible and functional
www.nextlevelconsulting.eu
29
Feedback » Clearly distinguish facts & feelings » Describe your personal perspective (I saw... I heard...) » It is not about how a person "is“, it is about the person‘s behaviour » No judging » Always with respect » Concrete & specific » From "first hand“, no rumours » Ask, check back, offer alternatives
www.nextlevelconsulting.eu 30
EFFICIENT AND INEFFICIENT FEEDBACK
efficient feedback
Describes behavior: "You interrupted my sentence." Comes as quickly as possible directly to the noticed behavior. Is direct: From the evaluator to the recipient. Is an "I"-message in which the evaluator takes responsibility via his thoughts and feelings. Includes the feelings of the evaluator as far as they are relevant to the feedback: "I’ll get angry if you interrupt me again." Resolves whether the recipient has understood. Is asked for by the recipient or offered respectfully by the evaluator.
inefficient feedback
Judges, presumes, generalizes: "You can’t listen and are always dominant." Comes unexpectedly or as a retaliation if the feedback recipient can not remember or change anything else. Is indirect. Instead of "I", "one"; "we", "the boss" is said.
Feelings are denied or misinterpreted. Speculations about the intentions or motivations of others digress from the main topic of discussion. The evaluator is not interested in the feedback is taken in, he/she just wants to get rid of it. Is forced upon the recipient.
www.nextlevelconsulting.eu
31
EFFICIENT AND INEFFICIENT FEEDBACK
efficient feedback inefficient feedback
Refers to behavior which the recipient can alter somehow. Clarifies consequences of behavior: “It frustrates me when you interrupt. In future I won’t invest any more time in such conversations.”
Refers to behavior, that the recipient has little or no control over. Suggests vague consequences: “This behavior will still cause you difficulties.”
Does not question the recipient as a person.
Questions the trustworthiness of the recipient: “That is an overreaction.” The value of the process is not recognized, the evaluator does not take any time to discuss anything other than contents.
Expresses an interest for further discussion: “Perhaps we’ll find another way; I would like you to ...”
www.nextlevelconsulting.eu
32
HOW TO TAKE FEEDBACK AS THE RECIPIENT listen attentively and quietly ask questions for better understanding do not explain or justify your position (you may express emotions that are spontaneously caused by the feedback) allow the feedback to sink in consider the feedback as an offer and as a chance for learning
www.nextlevelconsulting.eu
33
» Let your projects fly »
And now, reach out...
next level consulting Víenna Sieveringer Strasse 72 | A-1190 Wien Tel. +43/1/478 06 60-0 [email protected] next level consulting Salzburg Lastenstrasse 22 | A-5020 Salzburg Tel. +43/662/87 91 22 [email protected] next level consulting Graz Sonnenstrasse 8/2 | A-8010 Graz Tel. +43/316/32 51 42-0 [email protected] next level consulting Bratislava Osadná 11 | SK-83103 Bratislava Tel. +421/2/4464 7111 [email protected] next level consulting Zagreb Horvatovac 13 | HR-10000 Zagreb Tel. +385/91/203 01 09 [email protected] next level consulting Germany Ermekeilstrasse 46 | D-53113 Bonn Tel. +49/228/289 26-0 [email protected] next level consulting Switzerland Alte Steinhauser Str. 19 | CH-6330 Cham Tel. +41/41/740 04 55 [email protected]
www.nextlevelconsulting.eu
34
Are you aiming high? Leading in projects
www.nextlevelconsulting.eu
1
Our team
More than 100 specialists are now available to help you
www.nextlevelconsulting.eu
2
Locations
Bonn
Salzburg Zurich
Vienna Graz
Bratislava
Zagreb
Our services in your language: Croatian, Czech, English, French, German, Italian, Japanese, Mandarin, Portuguese, Russian, Slovak, Slovenian, Spanish
www.nextlevelconsulting.eu 3
Complete range of services
Training
» Basic training programme in project and process management » Special seminars to deepen your knowledge and skills » Expert workshops for a professional approach to PM and PcM » Preparation for IPMA® and PMI® certification » Preparation for process management certification according to TÜV AUSTRIA standards » Training courses, specially devised curricula and MBA courses » Bring your project!
Consulting
» Introduction to and further development of project and process management » Human resources and organisational development » Project audits » Project portfolio management » Strategic project and programme management » Development of company PM culture » PM office
Coaching
» Coaching within the scope of specific projects, processes and programmes » Supervising individuals and teams in their management of specific projects » Supporting PM processes (assignment, start, controlling, completion) » Establishing controlling structures » Coaching in process management (including process optimisation)
Management on demand
» Provision of PM staff: project managers, project controllers, project assistants, heads of PM offices » Provision of process management staff: staff in charge of processes, process controllers, process management competence centres » Special roles: crisis managers, claim managers, risk managers, contract managers, schedule organisers
Tools
» Software to support your projects, processes and project portfolios » Tailored to your needs » Simple, low-cost and easy-to-use solutions » Tried and tested – based on the experience gained from more than 1,000 projects » Planning, controlling, optimisation and visualisation » Adaptation and implementation of IT solutions » Demo versions on www.nextlevelsolutions.eu
www.nextlevelconsulting.eu
4
Cooperation » time management » no toys! » listen! » we understand different opinions as suggestions! » confidentiality! » the seminar is a space to rehearse !
"The head is round – so thoughts can change direction!“
www.nextlevelconsulting.eu
5
Leadership in projects » within short & limited time » with a new team » a new, risky, dynamic and complex challenge » with certain given resources » expecting conflicts with line organisation / line managers » what is the difference, that makes the difference?
www.nextlevelconsulting.eu
6
Roles in Projects
multiprojectorganisation management staff staff ps pmcc PO pscm pscm ps pec pmcc MPM PM
head of dept. employee employee employee employee employee
head of dept. employee employee employee employee employee employee employee employee
head of dept. employee employee employee employee
head of dept. employee employee employee employee employee employee pe pe
project steering committee pm pe
ptm pe ptm
ptm pe pe pe subteam
line organisation
projectorganisation
www.nextlevelconsulting.eu
7
The role project manager...
Technical competence "know what to do …“
Methodical competence "know how to…“
Social competence "know how to with who…“
www.nextlevelconsulting.eu 8
Theme Centred Interaction
Dynamic Balance
IT
Theme
Globe
Environment
Leader
I
Individual
WE
Group
www.nextlevelconsulting.eu
9
Theme Centred Interaction
Dynamic Balance
IT
Theme
objectives tasks, results requirements, time, ...
I
Individual
www.nextlevelconsulting.eu
fears, believes, values, attitudes, prejudices, hate / sympathy, experience, motivation, courage ...
WE
Group
10
Theme Centred Interaction
Be your own chairperson Disturbances take priority
Speak only for yourself Do not ask without explaining why you are asking Side talks have priority Only one (1) person at a time Be authentic and selective in communication Check body language / -signals (your own and the others) Express your personal reactions / feelings / wishes Do not interrupt others No generalizations
www.nextlevelconsulting.eu
11
Leadership styles » Authoritarian – all decisions taken by the leader » Patriarchal – considerate, "papa/mama“ style, babysitter » Consultative – the leader is preparing the decisions » Cooperative – with much interaction » Delegating – commitments + free space » Autonomous – self leading team
www.nextlevelconsulting.eu
12
Elements of Leadership » Goal / people / power-oriented » Understanding the business » Sharing a common vision » Enabling / Empowering » Self motivated » Self organised » Dealing with the "right“ conflicts » Sensitive / communicative » ...
www.nextlevelconsulting.eu 13
Leadership Concept
Power Orientation
?
Team Orientation
www.nextlevelconsulting.eu
Goal Orientation
14
Perception
see
10.000.000 bits/second
hear
1.000.000 bits/second
touch
400.000 bits/second
smell taste
www.nextlevelconsulting.eu
5.000 bits/second
15
Perception
Perception
1st filter
short-term 2nd filter
long-term
10 Mio b/s
16 b/s
0,5 b/s
0,05 b/s
www.nextlevelconsulting.eu
16
Common Reality
Expert differences
common ground differences
Client
» Observer is part of observation » Observation depends on point of view and is therefore subjective » Realities depend on people and their perceptions
www.nextlevelconsulting.eu 17
Perception
60 %
30 % 10 %
www.nextlevelconsulting.eu
Thisis what I understand
18
Subjective perception
Wand wall
Blatt leaf
Seil rope
Schlauch
hose
» solutions
» » » » paraphrasing visualisation translating structuring
www.nextlevelconsulting.eu
19
Relying on impressions
perception
STOP
ASK!!!
interpretation
www.nextlevelconsulting.eu
20
How to influence behaviour …?
» n case of inappropriate behaviour I » 1 - clear, immediate feedback on inappropriate behaviour what is expected instead » 2 - give employee chance to improve his/her behaviour » 3 - give positive feedback if desired behaviour is shown
and
www.nextlevelconsulting.eu
21
The square of values
by Schulz von Thun
flexibility spontaneity improvisation speed
structure planning thoroughness precision
rigid, inflexible perfectionist Fussy, slow over-considering things
www.nextlevelconsulting.eu 22
What is reality ?
www.nextlevelconsulting.eu
23
Motivation & performance readiness ability opportunity = performance x x x
Aus Reinhard K. Sprenger „Mythos Motivation“
www.nextlevelconsulting.eu
24
Maslow‘s needs
Selfactualisation Esteem needs
(status, fame, glory, recognition, attention, reputation, appreciation, dignity..)
You don‘t miss the water till it‘s gone...
Belonging needs Safety needs
(Safety, independence, competence, stability, order, law)
Physiological needs
(Hunger, thirst, sex, sleep, rest...)
www.nextlevelconsulting.eu 25
Johari Window
To Me conscious unconscious
conscious To others unconscious
Public person
talk listen
"blind spot“
private person
unconscious
www.nextlevelconsulting.eu
26
Teamwork
"false“ teamwork "real“ teamwork
» co-acting » Adding individual effort » Partial perspectives
www.nextlevelconsulting.eu
» inter-acting » Added value is created » Holistic perspectives
27
What time is it in your team…?
- tolerance - productivity - rules
- distance - caution
- groups within the - development group - fights
www.nextlevelconsulting.eu
28
Process of teambuilding
(Tuckman)
» FORMING » Different individual goals, interests, abilities. uncertainties, dependencies, need for orientation, politeness, the group tests behavioural patterns » STORMING » Conflicts between people and subgroups, uprising against leaders, resistance against other opinions, conflicts take place about resources, means, objectives..., borders are defined and tested » NORMING » Team spirit is created; subordination of common objectives, existence of commonly accepted rules for cooperation, mutual acceptance, everybody contributes to continued existence of the team » PERFORMING » Energy for actual activities is available, personal problems have lower priority than work, role understanding is flexible and functional
www.nextlevelconsulting.eu
29
Feedback » Clearly distinguish facts & feelings » Describe your personal perspective (I saw... I heard...) » It is not about how a person "is“, it is about the person‘s behaviour » No judging » Always with respect » Concrete & specific » From "first hand“, no rumours » Ask, check back, offer alternatives
www.nextlevelconsulting.eu 30
EFFICIENT AND INEFFICIENT FEEDBACK
efficient feedback
Describes behavior: "You interrupted my sentence." Comes as quickly as possible directly to the noticed behavior. Is direct: From the evaluator to the recipient. Is an "I"-message in which the evaluator takes responsibility via his thoughts and feelings. Includes the feelings of the evaluator as far as they are relevant to the feedback: "I’ll get angry if you interrupt me again." Resolves whether the recipient has understood. Is asked for by the recipient or offered respectfully by the evaluator.
inefficient feedback
Judges, presumes, generalizes: "You can’t listen and are always dominant." Comes unexpectedly or as a retaliation if the feedback recipient can not remember or change anything else. Is indirect. Instead of "I", "one"; "we", "the boss" is said.
Feelings are denied or misinterpreted. Speculations about the intentions or motivations of others digress from the main topic of discussion. The evaluator is not interested in the feedback is taken in, he/she just wants to get rid of it. Is forced upon the recipient.
www.nextlevelconsulting.eu
31
EFFICIENT AND INEFFICIENT FEEDBACK
efficient feedback inefficient feedback
Refers to behavior which the recipient can alter somehow. Clarifies consequences of behavior: “It frustrates me when you interrupt. In future I won’t invest any more time in such conversations.”
Refers to behavior, that the recipient has little or no control over. Suggests vague consequences: “This behavior will still cause you difficulties.”
Does not question the recipient as a person.
Questions the trustworthiness of the recipient: “That is an overreaction.” The value of the process is not recognized, the evaluator does not take any time to discuss anything other than contents.
Expresses an interest for further discussion: “Perhaps we’ll find another way; I would like you to ...”
www.nextlevelconsulting.eu
32
HOW TO TAKE FEEDBACK AS THE RECIPIENT listen attentively and quietly ask questions for better understanding do not explain or justify your position (you may express emotions that are spontaneously caused by the feedback) allow the feedback to sink in consider the feedback as an offer and as a chance for learning
www.nextlevelconsulting.eu
33
» Let your projects fly »
And now, reach out...
next level consulting Víenna Sieveringer Strasse 72 | A-1190 Wien Tel. +43/1/478 06 60-0 [email protected] next level consulting Salzburg Lastenstrasse 22 | A-5020 Salzburg Tel. +43/662/87 91 22 [email protected] next level consulting Graz Sonnenstrasse 8/2 | A-8010 Graz Tel. +43/316/32 51 42-0 [email protected] next level consulting Bratislava Osadná 11 | SK-83103 Bratislava Tel. +421/2/4464 7111 [email protected] next level consulting Zagreb Horvatovac 13 | HR-10000 Zagreb Tel. +385/91/203 01 09 [email protected] next level consulting Germany Ermekeilstrasse 46 | D-53113 Bonn Tel. +49/228/289 26-0 [email protected] next level consulting Switzerland Alte Steinhauser Str. 19 | CH-6330 Cham Tel. +41/41/740 04 55 [email protected]
www.nextlevelconsulting.eu
34
