project management and soft skills...prof. roberto verdone roberto verdone [email protected]...

Prof. Roberto Verdone www.robertoverdone.org

Roberto Verdone www.robertoverdone.org

[email protected]

+39 051 20 93817

Office Hours: Monday 4 – 6 pm

Project Management and Soft Skills Leadership, Aptitudes


Summary

Leadership

Emotional Intelligence

Culture Map Aptitudes


Leadership


Leadership A leader guides people He/she does not follow the mass


Leadership Leadership is a situational skill Winston Churchill


If you have no leadership today, that does not mean

you will be not a leader tomorrow!

Leadership Leadership is a situational skill Winston Churchill


What is it?

Leadership


Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards.

Leadership


Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards. 1)  Anticipate 2)  Diversity 3)  Courage

Leadership


Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards. 1)  Anticipate 2)  Diversity 3)  Courage

Be the leader of your future

Leadership


Ben Horowitz, from “The hard thing about hard things”: 1)  Articulate the vision 2)  The right kind of ambition 3)  Achieve the vision

(CEO – biased)

Leadership


Ben Horowitz, from “The hard thing about hard things”: 1)  Articulate the vision à Positive, Project, Persuasive 2)  The right kind of ambition 3)  Achieve the vision

(CEO – biased)

Leadership


Ben Horowitz, from “The hard thing about hard things”: 1)  Articulate the vision à Positive, Project, Persuasive 2)  The right kind of ambition à Emotional Intelligence 3)  Achieve the vision

(CEO – biased)

Leadership


Ben Horowitz, from “The hard thing about hard things”: 1)  Articulate the vision à Positive, Project, Persuasive 2)  The right kind of ambition à Emotional Intelligence 3)  Achieve the vision à Energy, Luck (CEO – biased)

Leadership


Ben Horowitz, from “The hard thing about hard things”: 1)  Articulate the vision à Positive, Project, Persuasive 2)  The right kind of ambition à Emotional Intelligence 3)  Achieve the vision à Energy, Luck (CEO – biased)

A good leader is a good team member

Leadership


Emotional Intelligence The ability to -  express -  recognise -  control

emotions (yours, and of others).


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 “Emotion: a feeling, the thoughts, psychological and biological conditions, the predispositions to act that characterise it.”


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Anger Sadness Fear Joy Love Surprise Disgust Shame


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995

“Academic intelligence does not provide any ability

to overcome the troubles and pick the opportunities that life brings.”


Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Seven types of intelligence: -  Verbal -  Mathematical/Logical -  Spatial -  Musical -  Kinesthetic -  Inter-personal -  Intra-personal


Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: the ability to understand others, their motivations and way of working, establishing cooperative relationships with them. Intra-personal intelligence: the ability to create a model of yourself that can help in relationships, to live efficiently.


Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: à Recognise à Express Intra-personal intelligence: à Control


Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: à Recognise à Express Intra-personal intelligence: à Control

Empathy

A tool!


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Two brains: 1)  the emotional brain comes first, it is inaccurate and fast. it uses associations and reacts based on instincts 2) the rationale brain comes afterwards In agreement with Kahneman’s theory of two systems


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Two brains: 1)  the emotional brain comes first, it is inaccurate and fast. it uses associations and reacts based on instincts 2) the rationale brain comes afterwards In agreement with Kahneman’s theory of two systems

à Engi’s are dominated by the rationale brain … too bad!


Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995

Emotions are the carrier of messages in communication

Emotions determine motivations

to act, to react, to remember


Emotional Intelligence Your Self-Assessment Average: 3.8 1 – VERY BAD 3 – AVERAGE 5 – VERY GOOD


Leadership How many types of leaders do exist?


Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2011: 1)  The Eminent 2)  The Coach 3)  The Federator 4)  The Democrat 5)  The Insistent 6)  The Coercive


Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2011: 1)  The Eminent solicits shared goals to team members 2)  The Coach links common and individualistic goals 3)  The Federator puts team members in relation 4)  The Democrat involves all team members 5)  The Insistent defines challenging goals 6)  The Coercive sets rules and paths to achieve goals


Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2001: 1)  The Eminent 2)  The Coach 3)  The Federator 4)  The Democrat 5)  The Insistent 6)  The Coercive

impact on atmosphere stressful


Leadership/2 Hierarchical Negotiating

Systemic

Analytic



Systemic

Analytic

Hierarchical leaders tend to use their

position to express their leadership and impose decisions on others. Their attitude

fits the needs of vertically-organised

communities.

Negotiating leaders never command; they look for compromises, shared viewpoints and

solutions.



Systemic

Analytic

Systemic leaders have a broad view on

problems and the company; they are

competent but do not manage technical

details.

Analytic leaders have deep knowledge

from the technical viewpoint and base

their leadership on the knowledge gaps of

others.



Systemic

Analytic

The Manager

The Eclectic

The Guru

The Silent



Systemic

Analytic

Steve Jobs

The Eclectic

The Guru

The Silent

Puts facts in relation / Projects alternatives / Solves problems Imposes his/her leadership with energy and authority

The Manager



Systemic

Analytic

Steve Jobs

The Silent

Warren Buffet

The Eclectic

The Guru

Knowledge / Oriented to decision / Not interested in opinions His/her leadership comes from prestige; he knows he is right



Systemic

Analytic

Steve Jobs

The Silent

Warren Buffet

Barack Obama

The Eclectic

First listen, then talk / Analyst / True team member / Empathic His/her leadership is the result of thorough and patient work



Systemic

Analytic

Steve Jobs

Warren Buffet

Barack Obama

Maestro Yoda

The Silent

Contemplative / Listener / Low profile / Thinks out of the box His/her leadership is highly recognised through his/her wisdom


Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent?


Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent? Discuss with your team


Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent? Discuss with your team Tell your team members your answers to the questions above. If you feel you have (had) some leadership, you should support your statement telling a story: a real circumstance that happened to you in the past (at school, at the University, in private life, in sport …) showing you have put in place that kind of leadership. Be prepared to tell the same story at the exam, for discussion.


Interactive Session – Teams of up to 7 | 30 min

1.  You received via email Team Number, TN. 2.  Disconnect from this lecture at the end of presentation of next slide. 3.  Join your team (identified through the TN) on TEAMS (button on the

left hand side of the tool). 4.  Then, perform Test L (next slide) 5.  We will resume the lecture after 30 min from now.

Leadership


Listen to each of your team members and discuss with them their statements. If you believe the story they told supports their statement, be ready to endorse them. Then, fill the Google form below: 1) you will make a statement regarding yourself 2) you will endorse / not endorse your group mates

www.robertoverdone.org à Teaching à PMSS à Test L

Test L


*** Attendance Check ***

Fill the attendance form

www.robertoverdone.org Teaching

PMSS end of webpage

“Attendance Today”


Culture Map


Cultural differences are an advantage, should not be a disadvantage Erin Meyer

Culture Map


Cultural differences are an advantage, should not be a disadvantage https://globalleadership.org/videos/leading-others/the-culture-map-2

Culture Map


Aptitudes


Aptitudes Aptitudes are natural pre-dispositions, personality traits

Attitudes are states of mind (dispositions)

Aptitudes

Skills


C = 100 * (x*K + y*S + z*A) [%]

0 < K, S, A < 1 0 < x, y, z < 1 ; x + y + z = 1

K S

Competence (C)

A

Soft Skill

Knowledge (K) Skill (S) Aptitudes (A)

Aptitudes


Aptitudes Roberto Vaccani, SDA Univ. Bocconi Atti2de srl


Aptitudes MASPI Model YouTube (16 sessions, 3-10 minutes each, in Italian)


Aptitudes An interactive game (it takes about 20-25 min)

à Your attitudinal profile à Match with 50+ professional profiles

Invitations sent this afternoon via email Please perform the game tonight or during the week-end. In all cases, no later than Wednesday, 12 am


Next Friday people from Atti2de will be with us to discuss with you about your attitudinal profiles. Consider preparing 5-6 slides to present next Friday in 5 minutes:

1)  Yourself 2)  Your ambitions 3)  Your attitudinal profile 4)  The matches found 5)  Your personal p.o.v.

Registrations by Wed, 12 am via a google form on website

Aptitudes


Next Friday people from Atti2de will be with us to discuss with you about your attitudinal profiles. Those performing the public speaking session next Friday will be exempt from the oral presentation and the discussion of the project at the exam (they just have to show up)

Aptitudes


Attitudinal Profile •  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision

12 Neuro-aptitudes, N1, ..., N12


Attitudinal Profile •  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision Be prepared to RATE yourself:

1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG


Attitudinal Profile Determination, resilience •  Strength & Energy

•  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself:



Attitudinal Profile

Ability to express and recognise emotions,

feelings

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself:



Attitudinal Profile

Vertical: predisposition to work in hierarchical

organisations Horizontal: preference for environments where

all are peers

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself (Vertical):



Attitudinal Profile

Analytical: inclination to dig deep, look into details; passion for technical work Systemic: inclination to have a high-level view,

an overall picture

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself (Analytical):



Attitudinal Profile

Limitation: predisposition to work in constrained context, and fulfil req.s

Opportunities: ability to see beyond the horizon,

possibly thinking out of the box

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself (Limitation):



Attitudinal Profile

The four steps of the decision process

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision RATE yourself:



Attitudinal Profile •  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision


Match

Financial Analyst


ICT Project Manager

Match


Test S4 (via Google Form) www.robertoverdone.org à Teaching à PMSS à Test S4 RATE YOURSELF IN TERMS OF …

•  Strength & Energy •  Emotional Expressiveness •  Vertical / Horizontal •  Analytical / Systemic •  Limitation / Opportunities •  Listening •  Analysis •  Project •  Decision

1 = VERY WEAK 2 = WEAK 3 = AVERAGE 4 = STRONG 5 = VERY STRONG In general, while rating yourself for any of these skills, you have to wander: “if I had to motivate my own rating, what story/event could I tell regarding myself?”


Reference Professional Profiles* •  Project Manager •  Innovation Manager

•  System Engineer •  Design Engineer •  Production Engineer

•  Quality Manager •  Sales Manager

* For the sake of simplicity of textual descriptions, in the next slides they are

described as if the profile is for men (“He is ...”), but in fact they are gender agnostic. “He is ...” should be read as “He/She is ...”.


Project Manager He considers the pros & cons, He has a big picture vision, He is friendly and He

shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates

instead less time to taking the decision itself. He perceives connections among things, he connects different elements among them, he

is able to deal with complexity trying not to loose details. He is direct with people, cordial and sometimes he keeps a certain distance He likes a lot open organizations, to compare himself with everybody, share decisions and

working in a team. He nurtures his network of relationships, and he likes both to persuade and to be persuaded.

He is open to innovation, but he deals with it cautiously valuing the risks. He likes to defend his position with energy, strength and determination appropriate to the

context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.


Innovation Manager He considers the pros & cons, He has a big picture vision, He is friendly and He

shares ideas with others, He takes opportunities. He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates

instead less time to taking the decision itself. He perceives connections among things, he connects different elements among them, he

is able to deal with complexity trying not to loose details. In his relationships he is friendly, direct and open. He likes a lot open organizations, to compare himself with everybody, share decisions and


He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the



System Engineer He considers the pros & cons, He pays attention to details, He is reserverd and He

shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates

instead less time to taking the decision itself. He concentrates a lot on what he does, he pays attention to details and analyzes the

elements at play trying not to loose the big picture. In his relationships he is friendly, but he keeps a certain distance. He finds himself at ease both in structured contexts with clear roles and precise tasks, and

in open organizations that give him the possibility to compare himself with everybody. He is comfortable both in formal and in informal situations.

He is open to innovation, but he deals with it cautiously valuing the risks. He likes to defend his position with energy, strength and determination appropriate to the



Design Engineer He considers the pros & cons, He pays attention to details, He is reserverd and He

values rules and regulations, He takes opportunities, He always defends his ideas.

He plans and builds possible scenarios useful to decide. He quickly decides among different alternatives.

He concentrates a lot on what he does, he pays attention to details and analyzes them deeply and he does one thing at a time. He likes order, numbers and to define precise deadlines and priorities.

In his relationships he is friendly, but he keeps a certain distance. He likes a lot well-structured organizations, clear roles, precise tasks and well-defined

rules. He appreciates leaders that communicate balance and self-confidence. He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the



Production Engineer He researches why things occur, He pays attention to details, He is empathic He

shares ideas with others, He evaluates the risksHe always defends his ideas. He listens, gathers information and compares it. His decisions are the result of an efficient

data gathering and analysis. He concentrates on what he does and on the relationships among things trying not to

loose details and the big picture. He is always friendly, balanced and empathetic in all situations, even in unexpected and

conflictual situations. He likes a lot open organizations, where there is the possibility to compare oneself with

everybody, but he can also adapt well to environments where there are rules and regulations.

He is practical and cautious, but he also knows how to recognize an opportunity. He likes to defend his position with energy, strength and determination appropriate to the



Quality Manager He focuses & reflects on things, He pays attention to details, He is reserverdHe

values rules and regulations, He evaluates the risksHe always defends his ideas He listens, gathers information and compares it. His decisions are the result of an efficient

data gathering and analysis. He concentrates a lot on what he does, he pays attention to details and analyzes the

elements at play trying not to loose the big picture. In his relationships he is friendly, but he keeps a certain distance. He likes a lot well-structured organizations, clear roles, precise tasks and well-defined

rules. He appreciates leaders that communicate balance and self-confidence. He is practical and cautious, but he also knows how to recognize an opportunity. He is determined to defend his position only when he feels it is necessary and he only

pursues goals that he considers essential.


Sales Manager He focuses & reflects on things, He has a big picture vision, He is friendly and He

shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information and then takes action. His decisions are based on a sufficient

amount of data and are quick. He perceives connections among things, he connects different elements among them, he

is able to deal with complexity trying not to loose details. In his relationships he is friendly, direct and open. He likes a lot open organizations, to compare himself with everybody, share decisions and


He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the



Example of Slide Set for Public Speaking Session

Take them as a hint.

You may feel free to personalise the slide set.

In any case, no more than 6 slides (your time slot for presentation is 5 minutes)

The powerpoint slides will be available on website


Your Name Your Nationality

Master Degree you are enrolled in

Expected date of graduation

You can use this slide to introduce you, if you wish you can summarise

the key elements of your CV

Project Management and Soft Skills 2020 My Own Aptitudes

1


My ambition

What’s your ambition/goal in professional life? Anything you would like to tell that justifies why you have such an ambition, and/or that motivates why you believe you can reach it

2


My Atti2de Profile

Summarise the key elements of your attitudinal profile, which you got as an outcome of the Atti2de test Mention the matches with professional profiles, that you are willing to emphasise/discuss later

3


My Atti2de Profile

Copy here the radar diagram you’ve got as an output and present it

4


My Own Comments

Use this slide to criticise the outcome of the test, or to confirm you feel well represented by it, or whatever you want to express regarding the attitudinal profile emerged through the text.

5


Feel free to add one more slide if you wish, for any reason you may have.

6


Please perform the game tonight or

during the week-end.


Don’t forget your homework!

•  Test S4 (via Google Form) by May 13, 12 am www.robertoverdone.org

à Teaching à PMSS


Example of questions for the written text •  Howard Gardner includes among the seven types of intelligence:

1.  Inter-personal, intra-personal, vertical intelligence 2.  Inter-personal, intra-personal, spatial intelligence 3.  Horizontal and vertical intelligence 4.  Emotional Intelligence

•  According to Daniel Goleman:

1.  The emotional brain is slower than the rational brain 2.  The emotional brain is more accurate than the rational brain 3.  The emotional brain is faster than the rational brain 4.  The rationale brain uses associations

•  According to Roselinde Torres leadership is about:

1.  Resilience, Diversity, Anticipation 2.  Anticipation, Strength, Fortune 3.  Anticipation, Visions, Strengths 4.  Anticipation, Diversity, Courage


See you next week

project management and soft skills...prof. roberto verdone roberto verdone [email protected]...

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