Emotional Intelligence for Project Managers- How to promote a culture of ownership and collaboration while leading projects

1. Emotional Intelligence in
Project Management
How to promote a culture of ownership and collaboration in
leading Projects
Workshop on

2. “A career is now not so much a ladder of roles, but a growing reputation for
making things happen. Influence, not authority, is what drives the political
organization today in all organizations”
-Charles Handy, author- The Leader of the future

3. The Rules for Project Managers Have Changed
On time, on budget, within scope – old story;
Now- do more with less

4. Why EI for Project managers?
We tend to place a higher value on tasks. We sometimes lack
empathy. Recognizing the importance of stakeholder
relationships and role of Emotional Intelligence in managing
projects can be the big the differentiator.

5. “To advance as a PM requires understanding and mastery of
emotional intelligence concepts. Project managers must be
emotionally intelligent.”
J. Rodney Turner, PhD, and Ralf Mueller, DBA,
Authors of Choosing Appropriate Project Managers

6. Emotional intelligence can help PMs to:
1. Develop stakeholder relationships that support the project’s
success
2. Anticipate and avoid emotional breakdowns
3. Deal with difficult team members and manage conflict
4. Leverage emotional information to make better decisions
5. Communicate more effectively
6. Create a positive work environment and high team morale
7. Cast a vision for shared project objectives that will attract,
inspire, and team

7. Workshop Objectives
• Define emotional intelligence and how it relates to personal and organizational
success.
• Interpret assessment results from the Leader EQ Inventory.
• Apply tools to increase personal skills: self awareness and self management of
emotions.
• Apply tools to increase social skills: recognizing the emotions in others and
responding to those emotions.
• Discuss social responsibility and how it supports an organization’s goals and
individual goals.
• Apply tools to increase your and others emotional intelligence

8. Expected contributions
To succeed
confidentiality, goodwill, commitment, humour

9. A DIFFERENT INTRODUCTION
• Stand up
• 2 circles
• You will answer the question I ask in 1’30. Your partner listens
• The person with his back inside the circles starts…

10. “We are being judged by a new
yardstick; not just how smart we
are, or by our training and
expertise, but also how well we
handle ourselves and each
other.”
Daniel Goleman

12. Until I came to IBM, I thought that culture was just one of the important
elements in an organization's success. What I realized that culture isn't just one
aspect of the game, it is the game. In the end, an organization is nothing more
than the collective capacity of its people to create value.
Louis V. Gerstner, Jr. Former chairman of the board of IBM

13. 67%
Hay/Bcber study - 181 different positions from 121 companies
Impact of Emotional Competencies on Effective
Performance

14. Harvard Business School
› Empathy
› Perspective taking
› Rapport building
› Cooperation

15. PMBOK ® Guide on Interpersonal Skills
• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation

16. So…What is
Emotional Intelligence?

17. “The capacity for recognizing our own feelings and those of
others, for motivating ourselves, for managing emotions well in
ourselves and in our relationships.”
Daniel Goleman
EI Defined…
“the abilities to recognize and regulate emotions in ourselves and in
others”- Daniel Goleman and Gary Cherniss

18. What Emotional Intelligence is Not?
o Emotional intelligence is not about being nice all the time.
– It is about being honest.
o Emotional intelligence is not about being “touchy-feely.”
– It is about being aware of your feelings, and those of others.
o Emotional intelligence is not about being emotional.
– It is about being smart with your emotions.

19. Good News!!
Our level of emotional
intelligence is not fixed
genetically…it is largely
learned, and it continues to
develop as we go through life
and learn through experience.

20. Learning About Emotional Intelligence Is
Only the First Step…Emotional competence is the
ultimate goal

21. Understanding the Emotional Intelligence
Framework
A Brief Primer on Emotional Intelligence

22. 2 Aspects of Emotional Intelligence
PERSONAL
COMPETENCE
SOCIAL COMPETENCE

23. 4 Components of EI

24. 4 Components of EI
Self-Awareness
Self- Management
Social Awareness
Relationship management
1
2
3
4

25. Self-Awareness
Self- Management
Social Awareness
Relationship management
1
2
3
4
Self-Awareness. Can I accurately
Identify my own emotions and
tendencies as they happen?
4 Components of EI

26. Self-Awareness
Self- Management
Social Awareness
Relationship management
1
2
3
4
Can I manage my emotions
and behavior to a positive
outcome?
4 Components of EI

27. Self-Awareness
Self- Management
Social Awareness
Relationship management
1
2
3
4
Can I accurately identify your
emotions and tendencies as I
interact with you?
4 Components of EI

28. Self-Awareness
Self- Management
Social Awareness
Relationship management
1
2
3
4
Can I manage the interaction I have
with others constructively and to a
positive outcome?
4 Components of EI

31. Learning Objective
1. Emotional Self- awareness
2. Emotional Self- Management
3. Social Awareness
4. Relationship Management

32. Self- Awareness
Emotional Self-awareness
Accurate Self-assessment
Self-confidence

33. Project Management Begins with
Self-Management

34. “If you understand your own feelings you get a really great handle on how
you’re going to interact and perform with others…So one of the first starting
points is- ‘what’s going on inside of me?’”
Self- Awareness

35. • Awareness of your beliefs
• Awareness of your capabilities
• Awareness of your skills and knowledge
• Awareness of your thoughts and emotions.
Self- Awareness

37. Belief & Perception

38. Emotional Red Flags
• Inappropriate Humor
• Use of Sarcasm
• Passive–Aggressive Behavior
• Playing the Victim
• Hostility
• Reactivity

40. Emotional Self-Awareness

42. EQ-I Assessment

43. Tools and Techniques for Building Self-Awareness
• Keep a Feelings Journal
• Use an emotional Tally sheet
• Conduct a Physical Inventory
• Use Paired Sharing
• Backtrack
• Use Quiet Time
• Track your Reactivity

44. Accurate Self- Assessment

45. Accurate Self-Assessment
• MBTI Profile
• Disc Profile
• 360 Performance Management
• Strengthfinder.com
• Learning Style
• Social Style
• Leadership Style

46. Self-confidence
Self-Confidence: “A Strong Sense of One’s Self-Worth and Capabilities.”
—Daniel Goleman
Meet Tony

47. Update Your Bio
• If I had to describe my value proposition in three key messages, what
would I say?
• What three pieces of information should I include to make my areas of
expertise clear?
• What three pieces of information should I include so that others know
how to position me for new roles that allow me bring my highest value to
the organization?

48. Self-Confidence is not about knowing all the answers. It is about
the sense of certainty deep down inside of yourself that you
can handle any problem.

49. Self-Awareness Personal Action Plan
Page 18 of your Workbook

50. Until you make your unconscious conscious, it will rule your
life and you will call it fate
- Carl Jung

51. Self-Management
Impulse Control
Trust-worthiness
Achievement Orientation

52. People Do not leave Organizations, they leave…

53. Negative Feelings Can Cripple a Team
• Self-Control Helps Us Avoid Emotional
Breakdowns
• Emotional hijacking

54. Examples of emotional breakdowns in
a project environment
1. Angry Tirades
2. Door Slamming
3. E-mail Letter Bomb
4. Withdrawal and Isolation
5. Holding Grudges and Getting Even
6. Criticizing
7. Sarcasm
8. Playing the Victim

55. Emotional Breakdowns May Be Traced Back To
Emotional Triggers.
• Moods and attitudes of others
• Pre-thinking or foreshadowing
• Dwelling
• Personality
• Hot words/hot buttons
• Perceived criticism
• Physical environment
• Illness or physical conditions
• Situations

56. Emotional Triggers and Amygdala Hijack

57. Explanatory style
• Permanence
• Pervasiveness
• Personalization
• Optimism vs Pessimism

61. Techniques to Improve our Self-Control
• Know Thyself
• Use HALT
• Evaluate your physical environment
• Take care of yourself and Stay healthy
• Self-renewal
• Avoid long work-week
• Take time Out
• Talk it out with someone
• Write a mail/letter to yourself
• Use humor
• Do not try to be perfect
• Prepare and Plan ahead

62. Self-Management Personal Action Plan
Page 25 of your Workbook

63. Social-Awareness
Empathy
Organizational Awareness
Service Orientation

64. Nonverbal perception is Nonverbal cues include
facial expressions and body language. The second
subcomponent, empathy

65. Empathy
• Ability to read the spoken and unspoken thoughts and feelings of
others
• Ability to appreciate the thoughts and feelings of others and why
they have them
• Capacity to respect and value people from diverse backgrounds and
cultures

66. Typical Situations where Social Awareness
is Required
1. Understanding the verbal and nonverbal communications of
different stakeholders
2. Understanding the motivations of our team members so that
we can align them with the objectives of the project
3. Improving your understanding of stakeholders and politics
4. Providing feedback and constructive criticism to team
members
5. Recognizing and addressing hostility, conflict, and other
negative behaviors

67. Why do we find empathy difficult as PMs?
1. Self-Orientation
2. Results First
3. Tough Stuff
4. We Are Smarter Than Others

68. One of the key applications of empathy is
empathetic listening, listening without
judgment.

69. Organizational Awareness
“the ability to read the currents of emotions and
political realities in groups” —Cary Cherniss and Daniel
Goleman

70. Organizational Awareness
A leader with a keen social awareness can be politically astute, able to
detect crucial social networks and read key power relationships. Such
leaders can understand the political forces at work in an organization,
as well as the guiding values and unspoken rules that operate among
people there. —Daniel Goleman, Richard Boyatzis, Annie McKee 7

71. PM Assessment for Organizational Awareness
• Level 1:Understands the structure and organization of the company and the client
and uses that to manage effectively.
• Level 2: Is familiar with the inner workings of the company and how to get things
done informally. Is able to leverage the organizational capabilities for the client’s
benefit.
• Level 3: Understands and leverages not only the company but the client and
vendor organizations. Recognizes key decision makers in the environment.
• Level 4: Understands the client’s business as well or better than the client;
consistently acts with the client’s best interest in mind.

73. Understanding Culture & Values of the Organization
• Who gets promoted and why?
• What behavior gets rewarded?
• What type of behavior gets
punished?
• How does the organization react
to problems or challenges?
• What happens when mistakes are
made?
• Are there written or unwritten rules
about starting early or working late?
• Are there rules around telling the truth
or not telling the truth?
• What does it take to succeed in your
organization?
• Who gets the largest bonus and why?
• Who has been fired and why?

74. Service-Orientation

75. Techniques for Improving Our Social Awareness
• Improve Your Empathetic Listening
Skills
• Track Emotions during Team Meetings
• Identify Emotional Red Flags in Others
• Mirror Emotions
• Find a mentor good at particular skill
• Track Your Own Emotions
• Keep a Journal
• Explore and Learn About People
• Systematically Dissect the
Organizational Culture
• Assess Your Project Team
• Practice Social Awareness During
Movies

76. Social-Awareness Personal Action Plan
Page 31 of your Workbook

77. Relationship Management
Stakeholder Relationships
Developing Others
Truth-Telling

81. Key Power Relationships

82. Stakeholder Management
• Collect and Analyze Information About the Stakeholders
– Stakeholder Priority
– Role on the Project
– Position Relative to the Project
– Stakeholder Objectives
– Communication Style
– Facts, Passions, and Areas of Interest

84. Techniques for Managing Relationships in Projects
1. Apply the Emotional Intelligence Basics and social awareness
2. Stakeholder Management
3. Regular One-on-One Meetings
4. Out to Lunch!
5. Use Icebreakers and Teambuilding Exercises
6. Develop Others by Becoming a Coach and Mentor
7. Recognize Others
8. Assessment Instruments
9. Practice Truth-Telling Techniques

85. Thomas Kilmann- Conflict Instrument