Developing Behavioural Competences through NLP                              Dr Peter Parkes                             Pe...
Agenda                                 1.     Introductions                           2.     Where is PM going?           ...
1 Introduction         Why me?         How I got in NLP4PM         Finding out a bit about you         Why the book?  ...
Dr   Peter Parkes MBA – how I discovered NLPLike you, I am committed to ongoing personal and professional development and ...
Finding out a bit about you         It took me 12 months to speak to 2000 people across the UK in 2011          on this t...
Why did I feel the need to write the book?         Lots of training around process for PM but not          on behavioural...
A word of caution - hearing what isn’t being said Anyone heard of Albert Mehrabian? Professor of Psychology at UCLA famo...
2 Direction of PM and PM qualifications© Peter Parkes 2013                        8                    www.NLP4PM.com
What is Project Management ?                      Performance                        / quality                            ...
Direction of PM and qualifications        ‘Method and process are important in project management,        but knowing how ...
Competence requires                              skills and experience as well as knowledge                               ...
What are the required behavioural competences                            for effective PM ?© Peter Parkes 2013            ...
PM competences                  Traits        Behaviours              Skills     •Responsible          •View people as    ...
Soft skills = Emotional Intelligence                                 Self                          Other                  ...
Emotional Intelligence© Peter Parkes 2013               15           www.NLP4PM.com
IQ v EQ in exceptional achievers        E        Q             ‘IQ and EQ are             orthogonal – the             pre...
Behaviours for                      Higher Apprenticeships for Project Managers         Communications                   ...
Can you improve behavioural competences                                 through training?               ‘But you can’t tea...
4 What is NLP?         What does NLP stand for?         Some definitions of NLP         Scope of NLP         Scope of ...
What does NLP stand for?        Neuro             The connection between neurological processes,        Linguistic        ...
What is NLP ?         A form of applied psychology         The study of the structure of subjective experience         ...
Scope of NLP© Peter Parkes 2013          22      www.NLP4PM.com
Scope of NLP4PM                                         Bringing two                                        worlds togethe...
NLP aspects covered in NLP4PM         The four pillars of NLP                   Sensory acuity and body language        ...
How can NLP be applied to PM behaviours ?                                   Self                              Other       ...
Plan for increasing EI      Self Awareness                      Self Management                                  Social Aw...
Where did NLP come from ?          Miller                  Perls             Bandler &          Erikson      TOTE modellin...
Overview of NLP         Experience has structure, coded by our representational          systems (sight, sound, feelings)...
Outcome thinking© Peter Parkes 2013                                 Sensory awareness29                                   ...
Outcome thinking© Peter Parkes 2013                                   Information30                                       ...
NLP helps to develop flexible language and behaviour                                             Rapport                  ...
5 Behaviours as meta-programs         What are meta-programs?         What are your behaviours ?         Meta-programs ...
Some behaviours / meta-programs (of over 60)                       Person                                                 ...
Meta-programs – which are the best for PM ?                       General                                     Specific    ...
Exercise: PM activities and meta-programs                 PM activity     Big picture or detail ?   Option or procedure ? ...
6 Self awareness            ‘He who knows others is wise; he who knows himself is enlightened’                            ...
7 We all have different maps of the world© Peter Parkes 2013                         37                    www.NLP4PM.com
8 Representational Systems         Main representational systems          (senses)         Practicing language related t...
Main representational systems         Visual                            Kinaesthetic            Like to see things     ...
Audio-digital         Led by a constant internal             We dont talk much about          dialogue                  ...
Exercise: Representation systems      Primary system           Example Predicates   Your examples                         ...
Exercise: Matching language to representational systems         Expressions of discomfort by                 Matching by r...
NLP bridging the divide to better communication                                             Rapport                      W...
9 Perceptual positions         Useful for negotiation in all its          forms         Featured in December newsletter ...
Perceptual positions                       1st person                                                        2nd person   ...
10 Rapport – make it don’t fake it© Peter Parkes 2013                     46                 www.NLP4PM.com
Swansong© Peter Parkes 2013        47    www.NLP4PM.com
United front© Peter Parkes 2013          48      www.NLP4PM.com
NLP bridging the divide                                                 Rapport                      World view           ...
Matching the language of meta-programs                          Proactive                              Reactive         Le...
Exercise: Meta-programmes for rapport                                                       Best for building             ...
? Marriage made in heaven ?                                      More importantly, what about you and your               ...
Summary         Knowing what to do is taken as given.         The ‘how’, behavioural competences, differentiates those w...
? Questions ?                           Visit us at www.NLP4PM.com – free downloads                              Book next...
Upcoming SlideShare
Loading in …5
×

NLP for project managers

5,951 views

Published on

This presentation was given by Dr Peter Parkes as a webinar for the Association for Project Management in February 2013.

Published in: Business

NLP for project managers

  1. 1. Developing Behavioural Competences through NLP Dr Peter Parkes Peak Performance Training, Coaching and Consulting© Peter Parkes 2013 www.NLP4PM.com
  2. 2. Agenda 1. Introductions 2. Where is PM going? 3. What behaviours do we need? 4. What is NLP? 5. Behaviours as meta-programs 6. Self awareness 7. Maps of the world 8. Rep systems 9. Perceptual positions 10. Rapport 11. Summary 12. Questions / Next steps© Peter Parkes 2013 2 www.NLP4PM.com
  3. 3. 1 Introduction  Why me?  How I got in NLP4PM  Finding out a bit about you  Why the book?  A word of caution from Meharabian© Peter Parkes 2013 3 www.NLP4PM.com
  4. 4. Dr Peter Parkes MBA – how I discovered NLPLike you, I am committed to ongoing personal and professional development and have an established career in senior positions in project management. Held Programme Director roles in the Private Sector, Public Sector, Public Private Partnerships, and ‘Big 4’ Management Consultancies. Held interim CIO and Head of IT roles. Chartered IT professional and Fellow of the British Computer Society Main Board Director of Association for Project Management and Board Champion for best practice groups 2009-2012. Masters dissertation on best practice for project management of technology. Sit on Steering Group of PM Body of Knowledge. Founding member of best practice groups on Governance, Assurance and Portfolio Management and co-author of standard industry guidance. NLP Master Practitioner and Licensed Coach. Author ‘NLP for Project Managers’ – listed for ‘Management book of the year’ in 2011 Managing Director of Peak Performance, offering consultancy, training and coaching in project management to help you build internal capability.© Peter Parkes 2013 4 www.NLP4PM.com
  5. 5. Finding out a bit about you  It took me 12 months to speak to 2000 people across the UK in 2011 on this topic, but we have over 500 logged in today.  Let’s have a little practice with this platform and controls.  This talk was only advertised via the APM in the UK, but type in the question box where you are from if you are logged in from outside the UK.  ‘Hands up’ those who have already read my book ‘NLP for Project Managers’ or been to one of my talks already? Or had some NLP training?  For those groups, type in the questions box what you thought were the most interesting and useful parts of NLP?© Peter Parkes 2013 5 www.NLP4PM.com
  6. 6. Why did I feel the need to write the book?  Lots of training around process for PM but not on behavioural aspects  Many people trained in NLP but cannot apply it outside ‘therapy’  Most NLP practitioners, in my opinion, lack credibility in the business world  NLP books and training is usually written around NLP techniques rather than by business application  The book was ‘reverse engineered’ from my training course to ensure that it is applicable.  Why by British Computer Society? To establish credibility with CIOs and Heads of PM – many high level endorsements  The book was listed by CMI for ‘Management book of the year’ in 2011© Peter Parkes 2013 6 www.NLP4PM.com
  7. 7. A word of caution - hearing what isn’t being said Anyone heard of Albert Mehrabian? Professor of Psychology at UCLA famous for experiments on non-verbal communication How much content is picked up from body language? How much of remainder from tone and emphasis? So how much content is in just the words? So why do we use so much email and not make the time for face to face or calls? And how useful can a Webinar be compared to F2F training?© Peter Parkes 2013 7 www.NLP4PM.com
  8. 8. 2 Direction of PM and PM qualifications© Peter Parkes 2013 8 www.NLP4PM.com
  9. 9. What is Project Management ? Performance / quality  ‘Project Management is getting things done through others’ (Barnes)  ‘Project Management is an attitude of mind’ (Turner UCL) Cost Time© Peter Parkes 2013 9 www.NLP4PM.com
  10. 10. Direction of PM and qualifications ‘Method and process are important in project management, but knowing how to use them is even more so’. Bob Assirati CBE Vice President, BCS Honorary Fellow, APM Major Projects Director, OGC ‘Consistent feedback when we released early drafts of PRINCE2 was the need to describe those vital behavioural competences (or soft skills) that project managers require for successful project delivery’. Andy Murray CDir Lead author PRINCE2 (2009 Refresh)© Peter Parkes 2013 10 www.NLP4PM.com
  11. 11. Competence requires skills and experience as well as knowledge ‘10,000 hours rule’? Competence Master practitioner Practitioner Early practitioner e gde won K Novice l Structured experience / skills© Peter Parkes 2013 11 www.NLP4PM.com
  12. 12. What are the required behavioural competences for effective PM ?© Peter Parkes 2013 12 www.NLP4PM.com
  13. 13. PM competences Traits Behaviours Skills •Responsible •View people as •Conflict •Self confident allies, not Management •Self control adversaries •Negotiation •Approachable •Think win / win •Influencing •Autonomous •Begin with the end •Listening •Integrity in mind •Problem solving •Empathy •Respect other •Big picture people •Self development •Creative •Open cooperation •Energetic •Pro-actively build •Reliable relationships© Peter Parkes 2013 13 www.NLP4PM.com
  14. 14. Soft skills = Emotional Intelligence Self Other (Personal Competence) (Social Competence) Recognition Self awareness Social awareness Regulation Self management Social influence© Peter Parkes 2013 14 www.NLP4PM.com
  15. 15. Emotional Intelligence© Peter Parkes 2013 15 www.NLP4PM.com
  16. 16. IQ v EQ in exceptional achievers E Q ‘IQ and EQ are orthogonal – the presence of one does not imply the presence ‘Practical intelligence includes of the other’ things like knowing what to say to whom, knowing when to say it, and IQ knowing how to say it for maximum effect. It is procedural’.© Peter Parkes 2013 16 www.NLP4PM.com
  17. 17. Behaviours for Higher Apprenticeships for Project Managers  Communications  Business case  Stakeholder Management  Scheduling  Leadership  Managing scope  Managing resources  Managing contracts  Managing finances and costs  Managing Quality  Managing Risks  Monitoring and reporting© Peter Parkes 2013 17 www.NLP4PM.com
  18. 18. Can you improve behavioural competences through training? ‘But you can’t teach behavioural competences in the classroom’ It was refreshing to be on a course The NLP4PM experience was that focussed on attitudes and transformational for the participants. Key behaviours rather than on processes. I behaviour and attitude changes were saw positive changes in attitude and observable and measurable only a few behaviour from my co-workers days after the course was completed. immediately after the course. Olivier Drouin, Senior Portfolio Jenny Lanaway, Resource Manager, Canadian National Manager, TSYS International© Peter Parkes 2013 18 www.NLP4PM.com
  19. 19. 4 What is NLP?  What does NLP stand for?  Some definitions of NLP  Scope of NLP  Scope of NLP4PM and behaviours  Where did NLP come from?  Overview of NLP  4 Pillars of NLP  How NLP bridges the communication divide© Peter Parkes 2013 19 www.NLP4PM.com
  20. 20. What does NLP stand for? Neuro The connection between neurological processes, Linguistic language and Programming behaviour patterns that have been learned through experience (programming) which can be organised to achieve specific goals in life. It is an approach to communication, personal development, and psychotherapy. Most of the processes (or patterns) that it uses have simply been modelled from individuals who exhibit successful behaviours and strategies.© Peter Parkes 2013 20 www.NLP4PM.com
  21. 21. What is NLP ?  A form of applied psychology  The study of the structure of subjective experience  The modelling of human excellence  Looking for ‘the difference that makes the difference’  A means of achieving Peak Performance  It has been described as a system, a methodology, and a set of processes.  More than anything else to me though, NLP is an approach.© Peter Parkes 2013 21 www.NLP4PM.com
  22. 22. Scope of NLP© Peter Parkes 2013 22 www.NLP4PM.com
  23. 23. Scope of NLP4PM Bringing two worlds together The world of PM NLP for PM The world of NLP© Peter Parkes 2013 23 www.NLP4PM.com
  24. 24. NLP aspects covered in NLP4PM  The four pillars of NLP  Sensory acuity and body language  Presuppositions of NLP  Sub-modalities – the coding of our memories  World-views & filters  Anchoring of resourceful states  The un-conscious mind – who is in charge?  Rapport – the doorway to better communications  Beliefs, Values & Identity  Surface & deep structure of  Meta-programs & Behaviours language using the meta-model  Frames and Re-framing  Time-lines, learning to be ‘in-time’  Representational systems &  How to model excellence primary senses© Peter Parkes 2013 24 www.NLP4PM.com
  25. 25. How can NLP be applied to PM behaviours ? Self Other (Personal Competence) (Social Competence) Self awareness Sensory acuity Feedback Listening Recognition Self coaching Rapport Presenting yourself Body language Self confidence State management Re-frame Goal setting Assertiveness Continuous development Conflict Management Resilience & Stress Management Negotiation Regulation Flexibility Motivation Big picture / detail Feedback Time Management Coaching Modelling Delegation© Peter Parkes 2013 25 www.NLP4PM.com
  26. 26. Plan for increasing EI Self Awareness Self Management Social Awareness Social Influence Leadership© Peter Parkes 2013 26 www.NLP4PM.com
  27. 27. Where did NLP come from ? Miller Perls Bandler & Erikson TOTE modelling Gestalt therapy Grinder Milton Model 7±2 Rep systems NLP Meta-modelPavlov Korzybski Neuro- linguistics 1950 1960 1970 1980 NLP Semantics Bateson Berne Satir Dilts James Systems Theory Transactional Family Neurological Time-line Cybernetics analyses therapy levels Parts Kahneman Framing & Priming© Peter Parkes 2013 27 www.NLP4PM.com
  28. 28. Overview of NLP  Experience has structure, coded by our representational systems (sight, sound, feelings) and sub-modalities (quality of our senses).  All of our maps of the world are different, filtered by our Values and Beliefs.  NLP can help to understand our own behaviours (meta- programs) and learn to explore other peoples maps of the world.© Peter Parkes 2013 28 www.NLP4PM.com
  29. 29. Outcome thinking© Peter Parkes 2013 Sensory awareness29 NLP Ecology 4 Pillars of NLP Rapport Behavioural flexibilitywww.NLP4PM.com
  30. 30. Outcome thinking© Peter Parkes 2013 Information30 PM Trust 4 Pillars of PM ? Relationships Behavioural flexibilitywww.NLP4PM.com
  31. 31. NLP helps to develop flexible language and behaviour Rapport World view World view Ideas Language & Effective Language & Ideas Behaviour Behaviour Communication The component of the system with the most flexibility controls the system (Ashby)© Peter Parkes 2013 31 www.NLP4PM.com
  32. 32. 5 Behaviours as meta-programs  What are meta-programs?  What are your behaviours ?  Meta-programs and PM activities© Peter Parkes 2013 32 www.NLP4PM.com
  33. 33. Some behaviours / meta-programs (of over 60) Person Thing Oriented towards people and focuses on Focused on tasks, systems, ideas, tools. feelings and thoughts. Getting the job done. People are the task. Self / Introvert Other / Extrovert Needs to be alone to re-charge their Relaxes in the company of others. batteries. Has a lot of surface relationships. Few relationships with deep connections. Knows about a lot of things, but not in detail. Interested in a few topics but to great detail. Associated Dissociated Feelings and relationships are important. Detached from feelings. Task oriented. Sameness Difference Likes things to be the same. Likes challenge. Doesn’t like surprises. Looks for opportunities to try new things.© Peter Parkes 2013 33 www.NLP4PM.com
  34. 34. Meta-programs – which are the best for PM ? General Specific Likes to take a ‘helicopter view’ and Likes to work with detailed gets bored with detail. information and examples. Options Procedures Likes to generate choices. Good at generating logical flows. Good at developing alternatives. Likes to have processes documented. Independent Co-operative Wants to work alone. Wants to work as part of a team. Wants sole accountability. Likes shared responsibility. In time Through time Lives in the moment. Good at keeping track of time and Creative but poor with deadlines. managing deadlines. Goof at building relationships.© Peter Parkes 2013 34 www.NLP4PM.com
  35. 35. Exercise: PM activities and meta-programs PM activity Big picture or detail ? Option or procedure ? Outline business case Executive report Options appraisal Schedule (Gantt chart) Risk Register© Peter Parkes 2013 35 www.NLP4PM.com
  36. 36. 6 Self awareness ‘He who knows others is wise; he who knows himself is enlightened’ Lau Tzu  In my pole of ‘top ten’ behaviours that stakeholders whish their PMs had more of this was #1.  There are many ways to become more self aware, once you have inclination, but all involve seeking feedback, especially from those that you do not get on so easily with.  From NLP, I particularly like ‘Language and Behaviour’ profiling.© Peter Parkes 2013 36 www.NLP4PM.com
  37. 37. 7 We all have different maps of the world© Peter Parkes 2013 37 www.NLP4PM.com
  38. 38. 8 Representational Systems  Main representational systems (senses)  Practicing language related to rep systems  Flexing and matching language© Peter Parkes 2013 38 www.NLP4PM.com
  39. 39. Main representational systems  Visual  Kinaesthetic  Like to see things  Like doing physical  Like words relating to things seeing things  Use the language of doing  Auditory  Like to hear and tell stories  Listen to the sound of words  Use words related to hearing© Peter Parkes 2013 39 www.NLP4PM.com
  40. 40. Audio-digital  Led by a constant internal  We dont talk much about dialogue Audio-digital as it has only about a 2% representation in  The language of logic the general population.  Language void of verbs related  In our technical communities, to senses however, they are massively over-represented.© Peter Parkes 2013 40 www.NLP4PM.com
  41. 41. Exercise: Representation systems Primary system Example Predicates Your examples Clarify Clear-cut Visual Focus Hindsight Take a dim view Discuss Clear as a bell Auditory Outspoken Loud and clear Harmonize Impact Get a load of this Kinaesthetic Walk through the proposal Foundation Stir up trouble© Peter Parkes 2013 41 www.NLP4PM.com
  42. 42. Exercise: Matching language to representational systems Expressions of discomfort by Matching by respondent client 1. I do not feel very comfortable 1. What support would you like ? presenting this. 2. I don’t like what I am hearing. 2. What would you like me to say? 3. I don’t think you see my view. 3. Show me how you see it. 4. This doesn’t smell right to 4. How can we clear the air ? me. 5. One of them is really sweet. 5. Are there any tastier options ?© Peter Parkes 2013 42 www.NLP4PM.com
  43. 43. NLP bridging the divide to better communication Rapport World view World view Ideas Language & Effective Language & Ideas Behaviour Behaviour Communication© Peter Parkes 2013 43 www.NLP4PM.com
  44. 44. 9 Perceptual positions  Useful for negotiation in all its forms  Featured in December newsletter and Blog  You can download the exercise from the NLP4PM.com website under ‘free resources’© Peter Parkes 2013 44 www.NLP4PM.com
  45. 45. Perceptual positions 1st person 2nd person Seeing, hearing and feeling Seeing, hearing and feeling the the situation through your situation through the filters of own filters the other person The ability to 3rd person You will forget what Seeing, hearing and feeling the ‘2nd position’ is situation through filters of a someone says to a key life skill detached observer you but you will remember the way they made you feel© Peter Parkes 2013 45 www.NLP4PM.com
  46. 46. 10 Rapport – make it don’t fake it© Peter Parkes 2013 46 www.NLP4PM.com
  47. 47. Swansong© Peter Parkes 2013 47 www.NLP4PM.com
  48. 48. United front© Peter Parkes 2013 48 www.NLP4PM.com
  49. 49. NLP bridging the divide Rapport World view World view Ideas Language & Effective Language & Ideas Behaviour Behaviour Communication The component of the system with the most flexibility controls the system (Ashby)© Peter Parkes 2013 49 www.NLP4PM.com
  50. 50. Matching the language of meta-programs Proactive Reactive Lets do it ! Analyse, consider, think about, Go for it ! Set up a study group JDI Towards Away from Outcomes, objectives, results, ? achieve, deliver, milestones, deliverables ? Internal reference External reference ? What’s your opinion ? Has anyone else used this approach ? Match Mis-match Common, same, Doesn’t fit, I remember a situation like this Different,© Peter Parkes 2013 50 www.NLP4PM.com
  51. 51. Exercise: Meta-programmes for rapport Best for building rapport ? Self / Introvert Other / Extrovert Need to be alone to re-charge their batteries. Relaxes in the company of others. Few relationships with deep connections. Have a lot of surface relationships. Interested in a few topics but to great detail. Know about a lot of things, but not in detail. Match Mismatch Notice points of similarity. Notice differences. Associated Dissociated Feelings and relationships are important. Detached from feelings. Work with information. Task oriented. In time Through time Live in the moment. Good at keeping track of time and managing Creative but poor with deadlines. deadlines. Proactive Reactive Initiates action. Analyses first then follows the lead from others. Person Thing Centred on feelings Centred on tasks© Peter Parkes 2013 51 www.NLP4PM.com
  52. 52. ? Marriage made in heaven ?  More importantly, what about you and your client ?  Are you in rapport ? If not, how can you start to achieve it ?  How can you connect ?  Are communications as clear as a bell, a perfect picture, or fully supported?  Can you recall what language they use?  What do you think their preferred representation system is ?  What does their map of the world look like?  Which of their meta-programs are different to yours, and how do you compensate?  What are you going to do differently tomorrow?© Peter Parkes 2013 52 www.NLP4PM.com
  53. 53. Summary  Knowing what to do is taken as given.  The ‘how’, behavioural competences, differentiates those who get things done from those frustrated by inertia and resistance.  Changing behaviours requires only intent, a strategy and practice.  Tools within the NLP approach, being based on modelling of excellence and effective strategies for achieving desired outcomes, can help to improve  Self awareness  Rapport and communications,  Behavioural competences, and  Social influence.© Peter Parkes 2013 53 www.NLP4PM.com
  54. 54. ? Questions ? Visit us at www.NLP4PM.com – free downloads Book next NLP4PM course 15th April Buy the book ‘NLP for Project Managers’ from Amazon Talk to me on +44 7764 319600 Skype: Dr.Peter.Parkes Email me at Peter.Parkes@NLP4PM.com Join LinkedIn Group ‘NLP for Project Management’ Connect on LinkedIn: PeterParkesMBA Twitter @ NLP4PM© Peter Parkes 2013 54 www.NLP4PM.com

×