Transcript Change Friendly Leadership

Applying the PM Competency
Development Framework
- Part 3: Leading the Team -
PMI-MN Breakfast Meeting
March 11, 2003
Geof Lory
GTD Consulting, LLC
“Get Things Done”
Topics for Today
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A Brief Review to Position Today
Managerial - Teamwork and Leadership
Competency Clusters
The PMCD Framework on Assessing
Teaming and Leadership
Review the PMBOK on leading teams
Teams and Leading Teams
Values and Practices of Teams and Leaders
An Exercise in Building Trust
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What is the Five Part Series?
Five monthly breakfast meeting
presentations on the PMI PM
Competency Development Framework
 Viewed from five perspectives
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Planning the Project
Managing the Project
Leading the Team
Communicating with the Customer
Interfacing with the Organization
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Defining a “Competency”
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Per Scott Parry (Training, June 1998), it is a
cluster of related knowledge, attitudes, skills
and other personal characteristics that
• Affects a major part of one’s job
• Correlates with performance on the job
• Can be measured against well accepted
standards
• Can be improved via training and development
• Can be broken down into dimensions of
competence
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Incompetence
Conscious
Competence
2. Diagnosis/Formulation
1. Analysis
1. Building Commitment
Conscious
2. Drilling Technique
Benjamin Bloom
Unconscious
Incompetence
Implicit Learning
Incompetent
3. Acquiring Mastery
Unconscious
Conscious
3. Implementation
Awareness
Developing Competence
Unconscious
Competence
Competent
Skill Level
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PM Competency Dimensions
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Project Management Knowledge
• “What I know and understand”
• Assessment: Knowledge tests (e.g., PMP Test)
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Project Management Performance
• “What I can demonstrate”
• Assessment: Review of work products
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Personal Competency
• “My core personality characteristics”
• Assessment: 360 surveys, peer and self reviews
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The Six Units of Personal
Competency with Clusters
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Achievement and Action
• Achievement Orientation, Concern for Order,
Quality and Accuracy
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Helping and Human Service
• Customer Service Orientation, Interpersonal
Understanding
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Impact and Influence
• Impact and Influence, Organizational Awareness,
Relationship Building
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Personal Competencies (cont.)
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Managerial
• Teamwork and Cooperation, Developing Others,
Team Leadership, Directiveness: Assertiveness
and Use of Positional Power
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Cognitive
• Analytical Thinking, Conceptual Thinking
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Personal Effectiveness
• Self-control, Self Confidence, Flexibility,
Organizational Commitment
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Competency: Managerial –
Teamwork and Cooperation
Competence Unit: Managerial (B.4)
Competency Cluster: Teamwork and Cooperation
(B.4.1)
Element: Builds Team Orientation Within the Project
(B.4.1.1)
Performance Criteria:
1. Expresses positive expectations of others directly
involved in the project. Speaks to team members in
positive terms.
2. Shows respect for others’ intelligence by appealing
to reason.
3. Genuinely values input and expertise of others on
the team and is willing to learn from others
(especially subordinates).
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Competency: Managerial –
Teamwork and Cooperation
Competence Unit: Managerial (B.4)
Competency Cluster: Teamwork and Cooperation
(B.4.1)
Element: Builds Team Orientation Within the Project
(B.4.1.1)
Performance Criteria:
4. Publicly credits others who have performed well.
Encourages and empowers others on the project
team, making them feel strong and a true contributor
to overall success.
5. Does not hide or attempt to avoid conflict, but rather
resolves it by bringing conflict within the immediate
team into the open and then encouraging or
facilitating a beneficial resolution of the conflict.
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Why Work in Teams?
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Necessary knowledge is distributed
• 1970 – typical worker had >80%
• 2000 – typical worker has <20%
Embraces the diversity needed for
complex solutions
 Distributes the work across many
 Empowers team members
 Builds the “collective consciousness”
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Why don’t Teams Work?
Organizations recognize individuals
 History of compartmentalizing work
 Requires different set of attitudes
 Requires different communication skills
 Lack of shared values
 Teams are not cultivated
 Leadership is not cultivated
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Competency: Managerial –
Team Leadership
Competence Unit: Managerial (B.4)
Competency Cluster: Team Leadership (B.4.3)
Element: Leads the Project Team (B.4.3.2)
Performance Criteria:
1. Leads directly those project team members
with a direct reporting relationship to the
project manager.
2. Invests extra time and effort over an
extended period of time to lead the project
team.
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Function of Leadership in Teams
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PMBOK (section 2.4)
• Establish direction [for the team]
• Aligning [the team]
• Motivating and inspiring [the team]
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Improve Productivity
• Process with a Purpose
• Structure and Clarity
• Team Leadership
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Process with a Purpose
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Known and supported processes
Interest in repetition/practice
Belief in the safety of the process
Safe & supportive team environment
Defined and effective communication
Ability to challenge the processes
Immediate and specific feedback
Defined and understood decision making
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Structure and Clarity
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Structure to capture & share information
Common alignment – Shared vision
Clearly defined roles and responsibilities
Creates framework for a safe environment
Commonality and certainty for process
Makes effective process a priority
Clarifies mutual expectations
Clarity and certainty improve motivation
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Team Leadership
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Team buy-in to project goals
Be clear about your intent
Forward/solution focused
Goals & priorities > Ego
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Have an accepting and open mind
Stay unattached to your ideas
Accept help from others
Help others achieve their greatness
Accept the challenge of leadership
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Managerial – Teamwork and
Leading
Assessment Approach:
Personal Competencies – Assess
behavior:
• How they behave when performing the
project or activity
• Behavior is an external expression of an
internal intent
• Gets to “Who you are” not “What you do”
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Managerial – Teamwork and
Leading
Assessment Techniques:
 Personal Coaches & Mentors
 Team Coaches
 Peer reviews
 360 reviews
 Self-reviews
 Reflective leadership
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The Challenge
Moving to Mastery
Passion over Skill
 Ruthless Consciousness
 Personal Alignment to Goals
 Commitment – Strength of Intent
 Relentless Desire to Learn
 Integration and Adaptation
 Reflective behavior – self-coaching
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Freedom-Based Leadership
The leader doesn't need to
know all the answers...
...the leader only needs to
know the questions which are
effective in helping others to
discover the answers they
already have.
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Freedom of Choice
The questions we ask of ourselves and
others are very much like switches to
creativity…
We have the ability to throw the switch
into either the "on" or the "off" position.
ON
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OFF
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Effective Questioning
Questions which can be answered
without the possibility of making
a mistake throw our switches into
the "on" position and allow us to
apply our intuition. Questions in
this form are called...
...Effective Questions. Source - Enlightened
Leadership by Ed
Oakley and Doug Krug
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Embrace Team Creativity
Your intuitive mind will be dormant until
engaged by Effective Questions.
Effective questions are any positive questions which
allow you to openly explore your feelings, examine
patterns, and develop ideal solutions from the
integration of many parts.
Effective Questions are right brained
questions.
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“Why” Implies Judgment
Ask what and how, not why if
emotions are involved.
The why questions move us to the
left side of our brain and can cause
us to limit our response.
“Help me understand the reason…”
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The PerfectionGame
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Choose a task that you believe to be simple
and are willing to perform throughout the
game
Each other person responds to the
performance with:
• “I rate your performance n.” (scale 1-10)
• “What I liked about it was….”
• “What it would take to get a 10 from me is ….”
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Repeat 2 more times
Adopted from Software for your Head
Jim & Michele McCarthy - 2001
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Summary
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The PMI Project Manager Capability
Development (PMCD) Framework is a useful
tool for individuals and organizations to
assess and create teamwork and encourage
leadership
Teams are different than work groups
Leadership promotes teamwork
Use of “effective questions” opens
possibilities
Trust is the foundation for teams and
leadership
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References for this Presentation
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Teamwork, Larson & LaFasto
Accountability, Lebow
Effective Leadership, Krug & Oakley
The Wisdom of Teams, Katzenbach &
Smith
Learning from the Links, Hurst
Sources of Power, Gary Klein
Software for your Head, McCarthy
STQE Magazine, Vol. 5, Issue 1 Jan/Feb
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