DPM:UK 2015
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This document provides an overview of project management from Nancy Lyons and Meghan Wilker. It discusses how project management has evolved with technology and different approaches. It then outlines the anatomy of an excellent project manager, identifying key traits like emotional intelligence, strategic thinking, motivation, guidance, and bravery. Empathy, intuition, connecting objectives to goals, leadership, effective communication and risk-taking are emphasized as important skills. The document concludes by noting emotional competencies are more important for job performance than technical skills alone.
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A R T I C L EWhat Makes a Leaderby Daniel GolemanP .docx
A R T I C L E
What Makes a Leader?
by Daniel Goleman
P R O D U C T N U M B E R 3 7 9 0
New sec tions to
g u i d e yo u t h ro u g h
t h e a r t i c l e :
• The Idea in Br ie f
• The Idea a t Wo r k
• E x p l o r i n g Fur t h e r . . .
What distinguishes
the outstanding leader
from the merely adequate?
Emotional intelligence—
a power ful combination
of self-management skills
and the ability to work
with others.
HBR
OnPoint
F R O M T H E H A R V A R D B U S I N E S S R E V I E W
A to define the ideal leader, many
would emphasize traits such as intelligence,
toughness, determination, and vision. Often
left off the list are softer, more personal quali-
ties—but recent studies indicate that they are
also essential. Although a certain degree of
analytical and technical skill is a minimum
requirement for success, what is called
“emotional intelligence” may be the key
attribute that distinguishes outstanding per-
formers from those who are merely adequate.
For example, in a 1996 study of a global food
and beverage company, where senior managers
had a certain critical mass of emotional intelli-
gence, their divisions outperformed yearly
earnings goals by 20%. Division leaders without
that critical mass underperformed by almost
the same amount.
What Makes a Leader?T H E I D E A I N B R I E F
T are five components to emotional
intelligence: self-awareness, self-regulation,
motivation, empathy, and social skill. All five
traits sound desirable to just about everyone.
But organizations too often implicitly discour-
age their people from developing them.
Self-management skills
1. Self-awareness. Emotional intelligence
begins with this trait. People with a high
degree of self-awareness know their weak-
nesses and aren’t afraid to talk about them.
Someone who understands that he works
poorly under tight deadlines, for example,
will work hard to plan his time carefully,
and will let his colleagues know why. Many
executives looking for potential leaders
mistake such candor for “wimpiness.”
2. Self-regulation. This attribute flows from
self-awareness, but runs in a different direc-
tion. People with this trait are able to con-
trol their impulses or even channel them
for good purposes.
3. Motivation. A passion for achievement for
its own sake—not simply the ability to
respond to whatever incentives a company
offers—is the kind of motivation that is
essential for leadership.
The ability to relate to others
4. Empathy. In addition to self-management
skills, emotional intelligence requires a
facility for dealing with others. And that
starts with empathy—taking into account
the feelings of others when making deci-
sions—as opposed to taking on everyone’s
troubles.
5. Social skill. All the preceding traits culmi-
nate in this fifth one: the ability to build
rapport with others, to get them to cooper-
ate, to move them in a direction you desire.
Managers .
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The Subtle Dynamics of Leading Without Authority as a Technical Lead - Oren Ellenbogen, Forter - DevOpsDays Tel Aviv 2015
liza-daly-cultivate-2015
This document discusses building and sustaining a strong engineering culture. It provides advice from various tech leaders on assessing your current culture, scaling it throughout the organization, and continuously evolving it. Some key recommendations include making sure different teams feel included as "engineering", embracing methodologies like DevOps, establishing routines for feedback and improvement, rewarding learning and collaboration, and maintaining a culture of openness, humility and respect.
Designers can Open Source
This session will cover a few topics in relation to open source design, including:
* Open source licenses
* Benefits of open sourcing design work
* How to open source work
* How to contribute design to open source projects
* How to make friends with other designers
This topic is aimed at designers and some development practices will be discussed.
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DPM:UK 2015
- 1. Embracing Chaos: An Interactive Project Management Survival Guide
- 4. PART I I N T E R A C T I V E is D I F F E R E N T
- 6. Our Forefathers SOFT W ARE INTE R NE T ADVER TISING M A RK ETING You
- 7. The Process Wars AGIL E WAT ERFALL AG E N CY You
- 10. Source:: http://www.randsinrepose.com/archives/2013/07/15/entropy_crushers.html “Most engineers don’t know what a project manager does, and if they do, they usually don’t know what a good one looks like.” “Crap project managers have ruined the reputation of the gig.”
- 11. @nylons | @irishgirl Project management is like air quality. If you can see it, it’s probably killing you. Source: http://publichealthinchina.files.wordpress.com/2012/02/beijingairjpg.jpg
- 12. Project Management is a leadership role. “I'm trying hard to get this project management thing down but there is a hell of a lot of work in it. Thought its a small thing and now it seems that the project manager is holding down the fort on everything.” - a dude who read our book
- 13. PART II The A N A T O M Y of an Excellent P R O J E C T M A N A G E R
- 15. @nylons | @irishgirl Strategic Thinking Live and love the work. Connect what with why. Know who, know when.
- 16. @nylons | @irishgirl Guidance Give meaning to tasks. Communicate effectively. Stay cool under pressure.
- 18. Bravery Taking risks. Building consensus. Making mistakes.
- 19. PART II The A N A T O M Y of an Excellent P R O J E C T M A N A G E R Strategic Thinking Connect what with why Motivation Leadership Guidance Give meaning to the process Emotional Intelligence Empathy, intuition, instinct Bravery Taking risks
- 20. You
- 21. “A number of empirical studies of on-the-job excellence have clearly and repeatedly established that emotional competencies —communication, interpersonal skills, self- control, and so on — ‘play a far larger role in superior job performance than do cognitive abilities and technical expertise’.” Source: Unwritten Laws of Engineering: Revised and Updated Edition, by W.J. King, James G. Skakoon. Interior quote: Working with Emotional Intelligence, by Daniel Goleman