Phil bristol

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  • Good Morning … I’m Phil Bristol & I’m Gary YeattsTOGETHER we are bringing you breaking news from the Project Management Leadership Front.Have you ever seen or heard of a project… where all the right actions produced an outstanding project plan, schedule… maybe even supporting risk and communication plans ANDThe deliverables were not timely or poor quality.Such was the case at a leading Semi-conductor equipment manufacturing firm… The GM invited me to is office…. $24M contract cancellation – Sales and Engineer in conflict modeWork with the VP – Operations… try and win back the business….This project was in serious trouble not because of TECHCNICAL COMPETENCIES… the WHAT the challenges stemmed for HOW people were INTERACTING…. Or LEADERSHIP COMPETENCIESLEADERSHIP is about SETTING DIRECTION - INSPIRING, MOTIVATING AND INFLUENCING OTHERS TO TAKE ACTION
  • During ourpresentation we will PRESENTthe what = technical competencies and the how = leadership competencies…. The transactional leadership model emphasizes the what. The transformational model emphasizes the how. Framework & skills for the LANGUAGE OF LEADERSHIPTHREE APPROACHES TO DEVELOP INFLUENCE
  • Leaders are committed to…Building trust – forming the foundation for EXECUTION – DISC & PIAVMastering conflict – having the knowledge and skills to encourage the passionate discussion of business issues and facts – DISC & PIAVAchieving commitment - exercising communications flexibility to inspire and motivateothers to produce the right results – DISC & PIAV Leading by example – using knowledge and skills that establishes a way of working and creates a culture which is focuses on the “Right Results” while holding everyone “Fiercely Accountable”
  • (Bennis & Goldsmith, 2010). Learning To LeadThe differences become clearer when examining both roles at peripheral boundaries; a poor leader becomes a tyrant and poor manager is a bureaucrat
  • Not authority or Power -> InfluenceInfluencing powerfully & Building trustRespect the humanity of others – compassion – Mother Teresa
  • A leaders ability to influence, inspire, and motive directly correlates to communication skill proficiency. Leaders establish and sustain relationships by how they communicate
  • Sensory acuity
  • MYERS-BRIGGS - SDIEI…. KNOW YOUR SELF & AWARE OF OTHERSCOMMUNICATIONS BEHAVIORS…. SEE AND HEAR - CALIBRATION SKILLSPreferred style of communications:Problem solver – Driven for ResultsInfluencer – Results through inspirationSteadiness – influenced by the pace of workConscientious - influenced by process and proceduresPATTERN OVERVEIWLITTLE MORE DETAIL… IDENTIFY PATTERNS
  • OVER ABUNDANCE OF A STRENGTH BECOMES A WEAKNESSGOLEMANTECHNICAL COMPETENCY = KNOWINGSAME LEVEL OF KNOWING WITH COMMUNICATION SKILLS?As you Recall conversations in your past… let’s revisit the Sales and Engineer teamBoth teams had hit the bottom of the slippery slidey slopesAs we began to work together we LISTENED TO REQUIREMENTS AND NEEDS – LEARNED HOW THE OTHER TEAM WORKEDJOINTLY DELVELOP AN ACTION PLAN AND SCHEDULE – SALES & LEAD ENGINEER WENT TO PACIFIC RIM CLIENT WITH A PROPOSALSTART TO IDENTIFY PATTERNS
  • As you think about the DIFFERENCES between the Salesand EngineeringteamYou may now realize how preferred styles of communication cause challenges in your teamOBSTACLES & VEHICLES …… EACH TEAM was QUICK TO POINT OUT HOW THE OTHER TEAM WAS AT FAULT
  • BEFORE…DID NOT RECOGNIZE….. THE COMMUNICATION PATTERNS AND FRICTION CAUSED WITH ADDITIONAL STRESS
  • The “RED FLAG” blaming othersWhen SALES saw Engineering as “GEAR HEADS” who asked way too many questions and intentionally slowed progress… Engineers seen as Tools to produce machines – Obstacles to $$ENGINEERING saw SALES as FAST TALKERS who would agree to ANYTHING to close a deal… “smoozers” Sales seen as obstacles to quality… became tone deaf to the talking …. IrrelevantThe more entrenched… the louder the BLAMING OTHERSFOCUS ON THE RIGHT RESULTSTeach and communicate new skills: to-do list -> scheduleListen and learn from each otherCalibrated, communication flexibility -> RELATIONSHIPS based on mutual TRUSTDaily status reports : client and Corporate… relationship with others
  • When things were going wrong… where was the focus? On the WHAT… correcting Requirements docs or Engineering Specs… resulting in Blaming others… Both teams started to: 1) seek answers to tough question – no judgment 2) invite suggestions for improvement 3) Become personally ACCOUNTABLE for resultsKnowing ourselves, calibrating to others, recognizing communication style preferences AND having to flexibility adapt to the other “persons language”ANDSeeing others as people… exquisitely honoring their humanity helped things go rightBuilding trust, mastering conflict – with Stronger relationships COMMITMENT thrived, accountability was embraced…Developing your ability to speak the language of leadership you can INSPIRE, MOTIVATE AND INFLUENCE to produce the RIGHT RESULTSOh by the way… the won the opportunity to manufacture the systems…. AND the team delivered all four on-time and at budget
  • As a project manager, you master technical and leadership skillsOn your leadership journey, there is choice. You either see people as people and respond the their humanity or You see people as objects and resist their humanity. You have this choice …now. How will you respond?
  • Draw 150 participantsEnroll all participants in the presentation – create excitement ~ 100 sign-ups10 Inquires for workshopsClose 5 contracts
  • Phil bristol

    1. 1. Speak the Language of Leadership<br />Phil Bristol CMC, PMP, PMI-SP, CPBA, CPVA<br />Projectivity Solutions, Sacramento, CA 95826<br />“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only<br />
    2. 2. Introduction<br />Speak the Language of Leadership<br />Speak the Language of Leadership<br /><ul><li>Project Management: A Leadership Perspective
    3. 3. Language of Leadership: Frameworks and Skills
    4. 4. Developing Influence
    5. 5. Final Thoughts</li></li></ul><li>Introduction<br />Leadership Competency<br />Technical Competency<br />Delivers Results<br />Establishes Trust<br />Speak the Language of Leadership<br />
    6. 6. Establishing Leadership<br />Technical<br />Competency<br />Leadership Competency<br />© Patrick Lencioni 2002<br />Speak the Language of Leadership<br />
    7. 7. Manager – Leader Perspective<br />Influence<br />Inspire Trust<br />Relationships<br />Authority<br />Rely on controls<br />Resource Allocation<br />Speak the Language of Leadership<br />
    8. 8. Source of Influence<br />Reward power (granting favors or rewards)<br />Coercive power (threats or punishment)<br />Legitimate power (given by the job description) <br />Expert power (knowledge or skill)<br />Referent power (respect humanity of others)<br />© Yuki, 1981<br />Speak the Language of Leadership<br />
    9. 9. Framework & Skills - Foundation<br />Speak the Language of Leadership<br />© Rufino, 2007<br />© Kerzner, 2009<br />© Hersey-Blanchard, 2009<br />
    10. 10. Emotional Intelligence<br />Personal Competence…<br />Know yourself<br />Manage self <br />Social Competence…<br />Honor others<br />Manage relationships<br />© Goleman,1995<br />Speak the Language of Leadership<br />8<br />
    11. 11. Developing Influence – Calibration (NLP)<br />Thoughtful<br />Sadness<br />Happiness<br />Anger<br />Speak the Language of Leadership<br />
    12. 12. Developing Influence – Predicates (NLP)<br />Speak the Language of Leadership<br />See<br />Hear<br />Grasp<br />Think<br />See<br />Hear<br />Grasp<br />Clear<br />Listen<br />Solid<br />Sense<br />Clear<br />Listen<br />Solid<br />Feel<br />Foggy<br />Resonate<br />Feel<br />Process<br />Foggy<br />Resonate<br />Draw a picture<br />Rings a bell<br />Get a handle on<br />Pay attention to <br />Draw a picture<br />Rings a bell<br />Get a handle on<br />
    13. 13. Developing Influence – Eye Accessing (NLP)<br />Speak the Language of Leadership<br />Vr<br />Vc<br />Ar<br />Ac<br />Id<br />K<br />V<br />
    14. 14. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Visual<br />Construct<br />Vc<br />Vr<br />Ac<br />Ar<br />K<br />Id<br />V<br />
    15. 15. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Visual<br />Recall<br />Vc<br />Vr<br />Ac<br />Ar<br />K<br />Id<br />
    16. 16. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Vc<br />Vr<br />Auditory<br />Construct<br />Ac<br />Ar<br />K<br />Id<br />
    17. 17. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Vc<br />Vr<br />Auditory<br />Recall<br />Ac<br />Ar<br />K<br />Id<br />
    18. 18. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Vc<br />Vr<br />Ac<br />Ar<br />Kinesthetic<br />K<br />Id<br />
    19. 19. Developing Influence – Eye Accessing<br />Vc<br />Vr<br />Ac<br />Ar<br />Internal<br />Dialogue<br />K<br />Id<br />Speak the Language of Leadership<br />
    20. 20. Developing Influence – Eye Accessing<br />Speak the Language of Leadership<br />Vc<br />Vr<br />Ac<br />Ar<br />K<br />Id<br />V<br />Visualization<br />
    21. 21. Developing Influence – Application<br />Pace<br />Lead<br />Speak the Language of Leadership<br />
    22. 22. Which Animal Do You Identify With?<br />Speak the Language of Leadership<br />
    23. 23. Developing Influence – Refining Patterns DISC<br />TASKS<br />RESULTS<br />QUALITY<br />Thinker<br />Driver<br />C<br />D<br />I<br />S<br />PEOPLE<br />Relater<br />Socializer<br />Speak the Language of Leadership<br />
    24. 24. Developing Influence - Patterns<br />TASKS<br />RESULTS<br />D<br />Speak the Language of Leadership<br />
    25. 25. Developing Influence - Patterns<br />RESULTS<br />PEOPLE<br />I<br />Speak the Language of Leadership<br />
    26. 26. Developing Influence - Patterns<br />PEOPLE<br />QUALITY<br />S<br />Speak the Language of Leadership<br />
    27. 27. Developing Influence - DISC<br />TASKS<br />QUALITY<br />C<br />Speak the Language of Leadership<br />
    28. 28. Developing Influence – Slippery-Slidey Slope<br />C<br />D<br />Increased Stress<br />Self Perception<br />Other’s Perception<br />S<br />I<br />Speak the Language of Leadership<br />
    29. 29. Developing Influence – Typical Responses<br />C<br />D<br />Extroverted<br />Results<br />Opinions<br />Passion<br />Risk<br />Guidelines<br />Impatient<br />Quick<br />Introverted<br />Quality<br />Facts<br />Logic<br />Cautious<br />Rules<br />Patient<br />Measured<br />RESULTS<br />QUALITY<br />I<br />S<br />Speak the Language of Leadership<br />
    30. 30. Developing Influence – Strategy Generation<br />Driver<br />TASKS<br />Thinker<br />RESULTS<br />QUALITY<br />Slow Down<br />Speed up<br />Softer Tone<br />Speak up<br />D<br />C<br />I<br />S<br />Give Soak Time<br />Respond … verify<br />Ask for …<br />Ask…<br />PEOPLE<br />Relater<br />Socializer<br />Speak the Language of Leadership<br />
    31. 31. Developing Influence – “Way of Being”<br />What<br />Behavior<br />Way of Being<br /><ul><li>obstacles
    32. 32. vehicles
    33. 33. irrelevancies</li></ul>How<br />Object<br />Person<br />Resistant Way<br />“in the box”<br />Responsive Way<br />“out of the box”<br />Justify<br />© Arbinger Institute, 2002<br />Blameothers<br />Speak the Language of Leadership<br />
    34. 34. Arbinger Leadership Pyramid<br />Dealing with things<br />that are going wrong<br />What<br />Correct<br />Teach & communicate<br />Listen &<br />Learn<br />Helping things<br /> go right<br />How<br />Build the Relationship<br />Building relationships with others who have influence<br />See<br />Objects<br />See People<br />© Arbinger Institute, 2009.<br />Speak the Language of Leadership<br />
    35. 35. Short Guide to “Way of Being”<br />Focus on the “Right Results”<br />Respond to suggestions for improvement<br />Be personally accountable for results<br />Seek answers<br />Be a leader whom people trust<br />Speak the Language of Leadership<br />
    36. 36. Conclusion<br />Technical Competency<br />Leadership Competency<br />Delivers Results<br />Establishes Trust<br />ResultsBALANCETrust<br />What<br />How<br />Style awareness & flexibility = Trust<br />Trust based relationships accelerate results and quality<br />Speak the Language of Leadership<br />
    37. 37. Which Path Do You Choose?<br />Speak the Language of Leadership<br />
    38. 38. Contact Information<br /><ul><li>Name: Phil Bristol, CMC, PMP, CPBA
    39. 39. Email: pbristol@projectivity-solutions.com
    40. 40. Phone: 1.866.350.0707 extension 101
    41. 41. www.projectivity-solutions.com</li></ul>http://www.linkedin.com/in/philbristolcmcpmp<br />“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only<br />Speak the Language of Leadership<br />

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