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.

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

10. Activity
Identify Characteristics of High
Emotional Intelligence

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

15. Your Next Steps
List three actions you can implement
on your current project

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