leading in projects-english

8/6/2019 Leading in Projects-English

1/34

www.nextlevelconsulting.eu 1

Are you aiming high?

Let your projects fly

L

eading in projects


2/34


Our team

More than 100 specialists are now available to help you


3/34


Locations

Our services in your language:

Croatian,Czech, English, French,German, Italian,Japanese,Mandarin, Portuguese, Russian,Slovak,Slovenian, Spanish

Bonn

Zurich

Bratislava

Zagreb

Graz

ViennaSalzburg


4/34


Complete range of services

Basic training program-me in project andprocess management

Special seminars todeepen your knowledgeand skills

Expert workshops for aprofessional approach toPM and PcM

Preparation for IPMAand PMI certification

Preparation forprocess management

certification according

to TV AUSTRIAstandards

Training courses,specially devised

curricula and MBAcourses

Bring your project!

Training Consulting CoachingManagementon demand

Tools

Introduction to andfurther development ofproject and processmanagement

Human resources andorganisationaldevelopment

Project auditsProject portfolio

management

Strategic project andprogrammemanagement

Development ofcompany PM culture

PM office

Coaching within thescope of specificprojects, processesand programmes

Supervisingindividuals and teamsin their management ofspecific projects

Supporting PMprocesses

(assignment, start,controlling, completion)

Establishingcontrolling structures

Coaching in processmanagement(including processoptimisation)

Provision of PM staff:project managers,project controllers,project assistants,

heads of PM officesProvision of process

management staff:

staff in charge ofprocesses, processcontrollers, processmanagementcompetence centres

Special roles:crisis managers, claimmanagers, risk

managers, contractmanagers, scheduleorganisers

Software to supportyour projects,processes and projectportfolios

Tailored to your needsSimple, low-cost and

easy-to-use solutions

Tried and tested based on theexperience gainedfrom more than 1,000projects

Planning, controlling,optimisation and

visualisationAdaptation and

implementation of ITsolutions

Demo versions onwww.nextlevel-solutions.eu


5/34


Cooperation

time management no toys! listen! we understand different opinions as

suggestions! confidentiality! the seminar is a space to rehearse !

"The head is round sothoughtscan change direction!


6/34


Leadership in projects

within short & limited time with a new team a new, risky, dynamic and complex challenge with certain given resources expecting conflicts with line organisation / line

managers

what is the difference, that makes thedifference?


7/34


Roles in Projects

staff ps

staff pmcc

management

line organisation

head of dept.head of dept. head of dept. head of dept.

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee

employee employee

employee

employee

employee

employee

employee

subteam

projectorganisation

pe pe

pe pe

ptm ptm

ps pmcc

pscm pscm

multiprojectorganisation

pec

PO

pm

project steering committee

PM

MPM

pe pe

pe

ptm


8/34


The role project manager...

Technicalcompetence

"know what to do

Methodicalcompetence

"know how to

Social competence

"know how to with who


9/34


Theme Centred Interaction

ITTheme

WEGroup

IIndividual

Leader

GlobeEnvironment

DynamicBalance


10/34



ITTheme

WEGroup

IIndividual

DynamicBalance

objectivestasks, results

requirements, time, ...

fears, believes, values,attitudes, prejudices, hate / sympathy,

experience, motivation, courage ...


11/34



Be your own chairperson

Disturbances take priority

Speak only for yourself

Do not ask without explaining why you are askingSide talks have priority

Only one (1) person at a time

Be authentic and selective in communication

Check body language / -signals (your own and the others)

Express your personal reactions / feelings / wishesDo not interrupt others

No generalizations


12/34


Leadership styles

Authoritarian all decisions taken by the leader Patriarchal considerate, "papa/mama style,

babysitter

Consultative the leader is preparing thedecisions

Cooperative with much interaction Delegating commitments + free space Autonomous self leading team


13/34


Elements of Leadership

Goal / people / power-oriented Understanding the business Sharing a common vision Enabling / Empowering Self motivated Self organised Dealing with the "right conflicts Sensitive / communicative ...


14/34


Leadership Concept

?Team

Orientation

Goal

Orientation

Power

Orientation


15/34


Perception

see

hear

10.000.000 bits/second

1.000.000 bits/second

400.000 bits/second

5.000 bits/secondsmell

touch

taste


16/34


Perception

Perception 1st filter 2nd filtershort-term long-term

10 Mio b/s 16 b/s 0,5 b/s 0,05 b/s


17/34


Common Reality

common

ground

differencesdifferences

Expert Client

Observer is part of observation Observation depends on point of view and is therefore

subjective

Realities depend on people and their perceptions


18/34


Perception

Thisiswhat Iunder-stand

60 %

30 %

10 %


19/34


Subjective perception

Seil

Wand

Blatt

Schlauchrope

wallleaf

hose

solutions paraphrasing visualisation translating structuring


20/34


Relying on impressions

perception

interpretation

ASK!!!STOP


21/34


How to influence behaviour ?

In case of inappropriate behaviour 1 - clear, immediate feedback on inappropriate behaviour and

what is expected instead

2 - give employee chance to improve his/her behaviour 3 - give positive feedback if desired behaviour is shown


22/34


The square of values

flexibility

spontaneity

improvisation

speed

structure

planning

thoroughness

precision

by Schulz von Thun

rigid, inflexibleperfectionist

Fussy, slow

over-considering things


23/34


What is reality ?


24/34


Motivation & performance

readiness xability x

opportunity x

=performance

Aus Reinhard K. Sprenger Mythos Motivation


25/34


26/34


Johari Window

Publicperson

"blindspot

privateperson unconscious

To Me

conscious unconscious

conscious

unconscious

To otherstalk listen


27/34


Teamwork

"false teamwork "real teamwork

co-acting Adding individual effort Partial perspectives

inter-acting Added value is created Holistic perspectives


28/34


What time is it in your team?

-distance-caution

-tolerance-productivity

-groupswithin the

group

-fights

-rules-development


29/34


Process of teambuilding (Tuckman)

FORMING Different individual goals, interests, abilities. uncertainties,

dependencies, need for orientation, politeness, the group testsbehavioural patterns

STORMING Conflicts between people and subgroups, uprising against leaders,

resistance against other opinions, conflicts take place about resources,means, objectives..., borders are defined and tested

NORMING Team spirit is created; subordination of common objectives, existence

of commonly accepted rules for cooperation, mutual acceptance,everybody contributes to continued existence of the team

PERFORMING Energy for actual activities is available, personal problems have lowerpriority than work, role understanding is flexible and functional


30/34


Feedback

Clearly distinguish facts & feelings Describe your personal perspective (I saw... I

heard...)

It is not about how a person "is, it is about thepersons behaviour

No judging Always with respect Concrete & specific From "first hand, no rumours Ask, check back, offer alternatives


31/34


EFFICIENT AND INEFFICIENT FEEDBACK

efficient feedback inefficient feedback

Describes behavior: "You interrupted my sentence." Judges, presumes, generalizes: "You cant listen and arealways dominant."

Comes as quickly as possible directly to the noticedbehavior.

Comes unexpectedly or as a retaliation if the feedbackrecipient can not remember or change anything else.

Is direct: From the evaluator to the recipient. Is indirect.

Is an "I"-message in which the evaluator takesresponsibility via his thoughts and feelings.

Instead of "I", "one"; "we", "the boss" is said.

Includes the feelings of the evaluatoras far as they arerelevant to the feedback: "Ill get angry if you interrupt meagain."

Feelings are denied or misinterpreted. Speculationsabout the intentions or motivations of others digress from themain topic of discussion.

Resolves whether the recipient has understood. The evaluator is not interested in the feedback is taken in,he/she just wants to get rid of it.

Is asked forby the recipient oroffered respectfully bythe evaluator.

Is forced upon the recipient.


32/34


EFFICIENT AND INEFFICIENT FEEDBACK

efficient feedback inefficient feedback

Refers to behavior which the recipient can altersomehow.

Refers to behavior, that the recipienthas little or no control over.

Clarifies consequences of behavior: It frustrates mewhen you interrupt. In future I wont invest any more timein such conversations.

Suggests vague consequences: This behavior will stillcause you difficulties.

Does not question the recipient as a person. Questions the trustworthiness of the recipient: That is anoverreaction.

Expresses an interest for further discussion: Perhapswell find another way; I would like you to ...

The value of the process is not recognized, the evaluatordoes not take any time to discuss anything other thancontents.


33/34


HOW TO TAKE FEEDBACK AS THE RECIPIENT

listen attentively and quietly ask questions for better understanding do not explain or justify your position (you may

express emotions that are spontaneously caused by

the feedback) allow the feedback to sink in consider the feedback as an offer and as a chance

for learning


34/34


And now, reach out...

Let your projects fly

next level consulting VennaSieveringer Strasse 72 | A-1190 WienTel. +43/1/478 06 [email protected]

next level consulting Salzburg

Lastenstrasse 22 | A-5020 SalzburgTel. +43/662/87 91 22

[email protected] level consulting GrazSonnenstrasse 8/2 | A-8010 GrazTel. +43/316/32 51 [email protected]

next level consulting BratislavaOsadn 11 | SK-83103 BratislavaTel. +421/2/4464 [email protected]

next level consulting ZagrebHorvatovac 13 | HR-10000 ZagrebTel. +385/91/203 01 09

[email protected]

next level consulting GermanyErmekeilstrasse 46 | D-53113 BonnTel. +49/228/289 [email protected]

next level consulting Switzerland

Alte Steinhauser Str. 19 | CH-6330 ChamTel. +41/41/740 04 55

[email protected]

leading in projects-english

Documents