Peter Parkes www.NLP4PM.com
Controls, Skills or Behaviours ?
Peter Parkes
2Peter Parkes www.NLP4PM.com
Peter Parkes Bio
Held Programme Director roles: in the
Private Sector,
Public Sector,
Public ...
3Peter Parkes www.NLP4PM.com
Contents
Part I: Communications - How I got involved in NLP
Part II: PM models and direction ...
4Peter Parkes www.NLP4PM.com
Desired Outcomes
Know what NLP is
and how
NLP helps to develop behaviours for effective proje...
Peter Parkes www.NLP4PM.com
Part I
Comms – how I became involved in NLP
6Peter Parkes www.NLP4PM.com
How I got involved in NLP
How to give a talk ?
7Peter Parkes www.NLP4PM.com
Connecting to your audience
‘The meaning of communication is the response that you get’ – NLP...
8Peter Parkes www.NLP4PM.com
Maps of the world, world views and Filters
‘If the doors of perception were cleansed everythi...
9Peter Parkes www.NLP4PM.com
Matching language to representational systems
Expressions of discomfort by
client
1. I do not...
10Peter Parkes www.NLP4PM.com
NLP bridging the divide
Rapport
World view World view
IdeasLanguage &
Behaviour
Ideas Langua...
Peter Parkes www.NLP4PM.com
Part II
PM models and direction of qualifications
12Peter Parkes www.NLP4PM.com
What is Project Management ?
‘Project Management is getting things
done through others’ (Bar...
13Peter Parkes www.NLP4PM.com
Direction of PM and PM qualifications
14Peter Parkes www.NLP4PM.com
Direction of PM and qualifications
‘Method and process are important in project management, ...
15Peter Parkes www.NLP4PM.com
Competence requires
skills and experience as well as knowledge
Knowledge
Structured experien...
Peter Parkes www.NLP4PM.com
Part III
Competences for PM
17Peter Parkes www.NLP4PM.com
What are the required competences for effective
PM ?
18Peter Parkes www.NLP4PM.com
PM competences
•Responsible
•Self confident
•Self control
•Approachable
•Autonomous
•Integri...
19Peter Parkes www.NLP4PM.com
Controls, skills or behaviours ?
‘In the 90s we were recruited for our knowledge.
In the nou...
Peter Parkes www.NLP4PM.com
Part IV
Introduction to NLP
21Peter Parkes www.NLP4PM.com
Where did NLP come from ?
1950 1960 1970 1980 NLP
Dilts
Neurological
levels
Korzybski
Neuro-...
22Peter Parkes www.NLP4PM.com
What is NLP ?
The study of the structure of subjective experience
The modelling of human exc...
23Peter Parkes www.NLP4PM.com
Overview of NLP
Experience has structure, coded by our representational systems
(sight, soun...
24Peter Parkes www.NLP4PM.com
4 Pillars of NLP
NLP
Ecology
Outcomethinking
Sensoryawareness
Rapport
Behaviouralflexibility
Peter Parkes www.NLP4PM.com
Part V
Soft skills and NLP
26Peter Parkes www.NLP4PM.com
Soft skills = Emotional Intelligence
Social influenceSelf managementRegulation
Social awaren...
27Peter Parkes www.NLP4PM.com
How can NLP be applied to PM ?
Re-frame
Conflict Management
Negotiation
Motivation
Feedback
...
Peter Parkes www.NLP4PM.com
Part VI
Behaviours / NLP meta-programs
29Peter Parkes www.NLP4PM.com
Meta-programs – how we see the world
30Peter Parkes www.NLP4PM.com
Meta-programs – which are the best for PM ?
Co-operative
Wants to work as part of a team.
Li...
31Peter Parkes www.NLP4PM.com
More meta-programs (of over 60)
Difference
Likes challenge.
Looks for opportunities to try n...
Peter Parkes www.NLP4PM.com
Part VII
Managing and using our time
33Peter Parkes www.NLP4PM.com
Time - Fast or Slow ?
34Peter Parkes www.NLP4PM.com
Flexibility with time-lines
•Building relationships
•Dealing with difficult
relationships
•E...
Peter Parkes www.NLP4PM.com
Part VIII
Rapport – make it don’t fake it
36Peter Parkes www.NLP4PM.com
Rapport
37Peter Parkes www.NLP4PM.com
Neuro-logical levels and rapport
Identity
Beliefs & Values
Capabilities
Behaviours
Environme...
38Peter Parkes www.NLP4PM.com
Finding the connection - exercise
Find out as many ways that you are connected to the person...
39Peter Parkes www.NLP4PM.com
Swansong
40Peter Parkes www.NLP4PM.com
United front
41Peter Parkes www.NLP4PM.com
Special relationship ?
42Peter Parkes www.NLP4PM.com
? Marriage made in heaven ?
43Peter Parkes www.NLP4PM.com
Summary
You ‘Know what NLP is and how it relates to skills for
effective project management’...
44Peter Parkes www.NLP4PM.com
? Questions ?
Slides and supporting information available at: www.NLP4PM.com
Book available ...
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Contols, Skills or Behaviours - Peter Parkes

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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.

I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.

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Contols, Skills or Behaviours - Peter Parkes

  1. 1. Peter Parkes www.NLP4PM.com Controls, Skills or Behaviours ? Peter Parkes
  2. 2. 2Peter Parkes www.NLP4PM.com Peter Parkes Bio Held Programme Director roles: in the Private Sector, Public Sector, Public Private Partnerships, and ‘Big 4’ Management Consultancies. Director of APM and Board Champion for best practice groups (SIGs). Active Member of SIGs for Assurance, Governance and Portfolio Management. APM Fellow and CPM. Held interim CIO and Head of IT roles. Chartered IT Professional and Fellow of the BCS. NLP Master Practitioner. Trained Facilitator, Coach and Mentor. Author ‘NLP for Project Managers’ Director, Peak Performance Consulting.
  3. 3. 3Peter Parkes www.NLP4PM.com Contents Part I: Communications - How I got involved in NLP Part II: PM models and direction of qualifications Part III: Competences for PM – Skills or Behaviours ? Part IV: Introduction to NLP Part V: EI / ‘soft skills’ and NLP Part VI: Behaviours / NLP meta-programs for PM Part VII: Flexible behaviour - Managing and using time Part VIII: Rapport – make it don’t fake it
  4. 4. 4Peter Parkes www.NLP4PM.com Desired Outcomes Know what NLP is and how NLP helps to develop behaviours for effective project management The world of PM The world of NLP Bringing two worlds together – NLP for PM
  5. 5. Peter Parkes www.NLP4PM.com Part I Comms – how I became involved in NLP
  6. 6. 6Peter Parkes www.NLP4PM.com How I got involved in NLP How to give a talk ?
  7. 7. 7Peter Parkes www.NLP4PM.com Connecting to your audience ‘The meaning of communication is the response that you get’ – NLP pre-supposition ‘To be effective, project managers must learn the language of the boardroom. (Peter and this book will help you to do that).’ Neville Bain - Chairman of the Institute of Directors ‘The quality of our lives is determined by the quality of our communications’ – NLP pre-supposition
  8. 8. 8Peter Parkes www.NLP4PM.com Maps of the world, world views and Filters ‘If the doors of perception were cleansed everything would appear to man as it is, infinite. For man has closed himself up, till he sees all things thru' chinks of his cavern’ William Blake We react according to our map of the world, not reality ‘Rapport is meeting someone on their map of the world’ - NLP pre- supposition To lead someone on a journey, we have to start where they are at (not where we are at)
  9. 9. 9Peter Parkes www.NLP4PM.com Matching language to representational systems Expressions of discomfort by client 1. I do not feel very comfortable presenting this. 2. I don’t like what I am hearing. 3. I don’t think you see my view. 4. This doesn’t smell right to me. 5. Are there any tastier options ? Matching by respondent 1. What support would you like ? 2. What would you like me to say? 3. Show me how you see it. 4. How can we clear the air ? 5. One of them is really sweet.
  10. 10. 10Peter Parkes www.NLP4PM.com NLP bridging the divide Rapport World view World view IdeasLanguage & Behaviour Ideas Language & Behaviour Effective Communication
  11. 11. Peter Parkes www.NLP4PM.com Part II PM models and direction of qualifications
  12. 12. 12Peter Parkes www.NLP4PM.com What is Project Management ? ‘Project Management is getting things done through others’ (Barnes) ‘Project Management is an attitude of mind’ (Turner) TimeCost Performance / quality
  13. 13. 13Peter Parkes www.NLP4PM.com Direction of PM and PM qualifications
  14. 14. 14Peter Parkes www.NLP4PM.com 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 Deputy 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) Director, Outperform
  15. 15. 15Peter Parkes www.NLP4PM.com Competence requires skills and experience as well as knowledge Knowledge Structured experience / skills Practitioner Novice Master practitioner Early practitioner Competence
  16. 16. Peter Parkes www.NLP4PM.com Part III Competences for PM
  17. 17. 17Peter Parkes www.NLP4PM.com What are the required competences for effective PM ?
  18. 18. 18Peter Parkes www.NLP4PM.com PM competences •Responsible •Self confident •Self control •Approachable •Autonomous •Integrity •Empathy •Big picture •Self development •Open •Energetic •Reliable •Kind •View people as allies, not adversaries •Think win / win •Begin with the end in mind •Respect other people •Creative cooperation •Pro-actively build relationships •Conflict Management •Negotiation •Influencing •Problem solving •Listening TraitsBehavioursSkills
  19. 19. 19Peter Parkes www.NLP4PM.com Controls, skills or behaviours ? ‘In the 90s we were recruited for our knowledge. In the noughties we were promoted for the skills we had developed Now, our career depends on our behaviours’ Christine Connelly, CIO of the NHS (address to BCS April ’11) ‘The view from the ‘C-level’ is that, rather than academic PM theory, soft skills and emotional intelligence can be the difference between success and failure’ Chris McLean, Head of Fujitsu PPM academy (in Project June ’11) ‘Attitude is worth more than skills’ James Reed, Chairman, Reed Recruitment (Feature in Sunday Times Appointments 5/6/11)
  20. 20. Peter Parkes www.NLP4PM.com Part IV Introduction to NLP
  21. 21. 21Peter Parkes www.NLP4PM.com Where did NLP come from ? 1950 1960 1970 1980 NLP Dilts Neurological levels Korzybski Neuro- linguistics Semantics Bateson Systems Theory Cybernetics Berne Transactional analyses Parts Satir Family therapy Miller TOTE modelling 7±2 Perls Gestalt therapy Rep systems Bandler & Grinder NLP Erikson Milton Model Meta-model James Time-line
  22. 22. 22Peter Parkes www.NLP4PM.com What is NLP ? 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 A form of applied psychology 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.
  23. 23. 23Peter Parkes www.NLP4PM.com 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.
  24. 24. 24Peter Parkes www.NLP4PM.com 4 Pillars of NLP NLP Ecology Outcomethinking Sensoryawareness Rapport Behaviouralflexibility
  25. 25. Peter Parkes www.NLP4PM.com Part V Soft skills and NLP
  26. 26. 26Peter Parkes www.NLP4PM.com Soft skills = Emotional Intelligence Social influenceSelf managementRegulation Social awarenessSelf awarenessRecognition Other (Social Competence) Self (Personal Competence)
  27. 27. 27Peter Parkes www.NLP4PM.com How can NLP be applied to PM ? Re-frame Conflict Management Negotiation Motivation Feedback State management Goal setting Continuous development Handling stress Flexibility Big picture / detail Time Management Modelling Regulation Sensory acuity Listening Rapport Self awareness Feedback Self coaching Presenting yourself Self confidence Recognition Other (Social Competence) Self (Personal Competence)
  28. 28. Peter Parkes www.NLP4PM.com Part VI Behaviours / NLP meta-programs
  29. 29. 29Peter Parkes www.NLP4PM.com Meta-programs – how we see the world
  30. 30. 30Peter Parkes www.NLP4PM.com Meta-programs – which are the best for PM ? Co-operative Wants to work as part of a team. Likes shared responsibility. Independent Wants to work alone. Wants sole accountability. Through time Good at keeping track of time and managing deadlines. In time Lives in the moment. Creative but poor with deadlines. Procedures Good at generating logical flows. Likes to have processes documented. Options Likes to generate choices. Good at developing alternatives. Specific Likes to work with detailed information and examples. General Likes to take a ‘helicopter view’ and gets bored with detail.
  31. 31. 31Peter Parkes www.NLP4PM.com More meta-programs (of over 60) Difference Likes challenge. Looks for opportunities to try new things. Sameness Likes things to be the same. Doesn’t like surprises. Dissociated Detached from feelings. Task oriented. Associated Feelings and relationships are important. Other / Extrovert Relaxes in the company of others. Has a lot of surface relationships. Knows about a lot of things, but not in detail. Self / Introvert Needs to be alone to re-charge their batteries. Few relationships with deep connections. Interested in a few topics but to great detail. Thing Focused on tasks, systems, ideas, tools. Getting the job done. Person Oriented towards people and focuses on feelings and thoughts. People are the task.
  32. 32. Peter Parkes www.NLP4PM.com Part VII Managing and using our time
  33. 33. 33Peter Parkes www.NLP4PM.com Time - Fast or Slow ?
  34. 34. 34Peter Parkes www.NLP4PM.com Flexibility with time-lines •Building relationships •Dealing with difficult relationships •Enjoying yourself •Being creative •Achieving goals •Planning •Processes •Delivery •Appointments and meetings Good for In time (Traditionally Eastern culture, though adapting to working with the West) Through time (Typically America-European model of time)
  35. 35. Peter Parkes www.NLP4PM.com Part VIII Rapport – make it don’t fake it
  36. 36. 36Peter Parkes www.NLP4PM.com Rapport
  37. 37. 37Peter Parkes www.NLP4PM.com Neuro-logical levels and rapport Identity Beliefs & Values Capabilities Behaviours Environment Purpose
  38. 38. 38Peter Parkes www.NLP4PM.com Finding the connection - exercise Find out as many ways that you are connected to the person sitting next to you as you can (competition) Same university Common friends Same degree course Employer Religion / Church Kids at same school Long lost relative Hobby Etc Hint: When you find one, ‘bank it’ and move on rather than discussing it. In business, it gives you the opening to set up a follow- on meeting.
  39. 39. 39Peter Parkes www.NLP4PM.com Swansong
  40. 40. 40Peter Parkes www.NLP4PM.com United front
  41. 41. 41Peter Parkes www.NLP4PM.com Special relationship ?
  42. 42. 42Peter Parkes www.NLP4PM.com ? Marriage made in heaven ?
  43. 43. 43Peter Parkes www.NLP4PM.com Summary You ‘Know what NLP is and how it relates to skills for effective project management’ ‘A little knowledge that acts is worth infinitely more than much knowledge that is idle’ (Kahlil Gibran) – you need to do it not read about it.
  44. 44. 44Peter Parkes www.NLP4PM.com ? Questions ? Slides and supporting information available at: www.NLP4PM.com Book available on-line via NLP4PM.com, BCS and Amazon Peter.Parkes@PeakPerformance.GB.com +44 7764 319600 LinkedIn: PeterParkesMBA (say you were at the talk) Join LinkedIn Group ‘NLP4PM’

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