Michael R Van Dyke Applying Emotional Intelligence for PMs
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Transcript of Michael R Van Dyke Applying Emotional Intelligence for PMs
Applying Emotional Intelligence:The More Effective Project Manager
Michael R. Van Dyke, PMPSERENGETI ENTERPRISES, LLC
(703) 850-1951 * (540) [email protected]
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
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
A Working Definition
The ability to recognize your own emotions
Awareness
Combined with the ability to manageyour behavior in relationship to others
Discipline
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
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
EI Model Common Components
Personal Competencies
Self-awareness
Self-regulation
Social Competencies
Social Awareness (empathy)
Relationship Management
We Live in Interpretive Worlds
Language/
Intellect
EmotionBody
Observer/ participant
Refined Definition
The ability to recognize and understandyour 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 manageyourself in relationship with others
Activity
Identify Characteristics of High Emotional Intelligence
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
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
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
Establishing Positive Relationships
Cultivating Working Relationships
Choice
Grow Individual and Team Capacity
Assess Results
Positive Interactions
3:1 Ratio
Strengths-based Approach
Appreciative Inquiry
Your Next Steps
List three actions you can implement
on your current project
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”
Contact Information
Michael R. Van DykeSERENGETI ENTERPRISES, LLC
(703) 850-1951 * (540) 554-4533
www.SerengetiEnterprises.net
Blog: Everyday Leadership and Management
http://teambuilderybu.wordpress.com