The document discusses applying emotional intelligence as a project manager. It examines emotional intelligence frameworks and identifies three core competencies of high emotional intelligence that are important for project managers - communication, conflict management, and establishing positive relationships. Project managers with high emotional intelligence can enhance communication, reduce conflict, and act as strategic leaders on their projects.
Michael R. Van Dyke: Applying Emotional Intelligence
1. Applying Emotional Intelligence:
The More Effective Project Manager
Michael R. Van Dyke, PMP
SERENGETI ENTERPRISES, LLC
(703) 850-1951 * (540) 554-4533
info@SerengetiEnterprises.net
2. Objectives
Examine Emotional Intelligence (EI)
Frameworks
Explore the benefits of high EI
Identify the characteristics of high EI
Examine three core competencies that
support high EI
Develop strategies to encourage high EI
3. Foundation
The focus of this presentation is YOU
Role Model for team
Demonstrate individual mastery
Follow-up with Team and Stakeholders
Coaching others
Provide training opportunities
Make EI part of ongoing team conversation
4. A Working Definition
The ability to recognize your own
emotions
Awareness
Combined with the ability to manage
your behavior in relationship to others
Discipline
5. Benefits of High EI
Being wise in relationships encourages the
best performance people have to offer
Enhances communication quality
Reduces conflict – frequency and intensity
Eases “difficult” conversations
Moves PM from reactive tactical manager
to proactive strategic leader
6. What is Emotional
Intelligence (EI)?
IQ versus EQ
Theory of Multiple Intelligences
EQ related to EI
Many voices:
John Meyer, Peter Salovey
Daniel Goleman 1995, 2000
Travis Bradberry and Jean Greaves
Anthony Mersino
7. EI Model Common
Components
Personal Competencies
Self-awareness
Self-regulation
Social Competencies
Social Awareness (empathy)
Relationship Management
8. We Live in Interpretive
Worlds
Language/
Intellect
Emotion
Body
Observer/
participant
9. Refined Definition
The ability to recognize and understand
your own emotions
As well as the ability to recognize the
emotions of others
And estimate the impact of emotions in
the situation
Combined with the ability to manage
yourself in relationship with others
11. Three Core Competencies
Communication
90% of PM hours
“Knowledge Work” Outcomes
Conflict Management
Positive versus Destructive Conflict
Establishing and Maintaining Positive
Working Relationships
People do work, not roles
12. Communication
Two Skills
Forming and Sending (Encoding)
Receiving and Interpreting (Decoding)
Appropriate info at the appropriate time
Consideration of culture
Generation
Gender
Culture of Origin
Self-talk
13. Conflict Resolution
Recognize Levels of Conflict
Constructive to Destructive
Conflict Resolution vs Conflict
Management
Personal Conflict Style and Preference
Establish and Maintain Boundaries
The Power of a Positive No – William Ury
Negotiation Style and Skill
14. Establishing Positive
Relationships
Cultivating Working Relationships
Choice
Grow Individual and Team Capacity
Assess Results
Positive Interactions
3:1 Ratio
Strengths-based Approach
Appreciative Inquiry
16. Beyond EI
Goleman: Social Intelligence, 2007
Emerging field of social neuroscience
Headline: Human brains are wired to connect
Continued exploration from individual
Emotional Intelligence
Measuring interactions between people
Non-conscious, non-verbal “WiFi”
17. Contact Information
Michael R. Van Dyke
SERENGETI ENTERPRISES, LLC
(703) 850-1951 * (540) 554-4533
info@SerengetiEnterprises.net
www.SerengetiEnterprises.net
Blog: Everyday Leadership and Management
http://teambuilderybu.wordpress.com