Susan de la Vergne You re never a finished product.

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1 Susan de la Vergne You re never a finished product.

2 Do projects ever make you feel like this?

3 But you think you re supposed to feel like this?

4 How emotions are viewed at work Denied Suppressed Talked about Feared POWERFUL

5 Emotions on projects Excited, optimistic Apprehensive Confident, competitive Frustrated Insecure Encouraged Reluctant (to change)

6 Emotional Intelligence (EI): Recognizing how emotions shape what we grasp, think and do. The ability to use emotions as information in decision-making. The artful handling of another person s emotions. (Goleman) The hard science of soft skills. (de la Vergne )

7 EI Elements EMOTIONAL AWARENESS SELF CONFIDENCE EMPATHY INITIATIVE READ OTHERS INFLUENCE

8 Project teams are (often): Dynamic Matrixed Temporary Versatile or need to be more so Stressed out

9 Projects are often Inherently conflicted Risky, challenging The center of the action Disappointing

10 First discovered in 1920 by William Thorndike Popularized by Daniel Goleman Based on brain chemistry Demonstrated success at work!

11 A very little about brain anatomy: The amygdala is a part of the brain responsible for emotions Amygdala Disclaimer: The amygdala is near the temporal lobe, which is in there somewhere.

12 Amygdala functions: Warehouses emotional memory Allows us to experience personal significance Acts as a sentry (Goleman says) Ahoy! Any pain out there? Fear?

13 EI and IQ - not in opposition, but complementary EI Competence Categories: SOCIAL PERSONAL

14 Personal: Self Awareness Know yourself accurately Self Regulation Trustworthy, conscientious Motivation Commitment, initiative, optimism

15 Social: Empathy Understanding others Developing others Service oriented Political awareness

16 Social (cont.): Social Skills Influence Communication Conflict Management Leadership Collaboration/Cooperation

17 Emotional Intelligence SOCIAL?? PERSONAL

18 Shared Processes Methodology Governance Operating Model Organization Structure Matrix management Performance mgmt Roles, Accountabilities & Teamwork Communications Practices Climate Vocabulary Media

19 Shared Processes Methodology Governance Operating Model Organization Structure Matrix management Performance mgmt Roles, Accountabilities & Teamwork Communications Practices Climate Vocabulary Media

20 Confusion about peer-to-peer accountability I thought YOU were going to do that! But I thought YOU were going to do that!

21 Assumptions about others responsibilities I ll hire the PM while you order cookies for the meeting.

22 Assumptions and confusion about Who approves what Who owns what Who s in the loop? Who needs to know? Who s a passive observer from afar?

23 Understanding project roles - not Job Descriptions Roles : Business Analyst Team Lead Architect Tester Stakeholder

24 What s in a role? Deliverable ownership Activities by phase Leadership expectations Boundaries

25 EI Competencies Required Initiative Collaboration Mobilize others through unusual enterprising efforts Share plans, information, resources

26 Initiative Identifies and takes opportunities; goes above and beyond; bends rules Never sees it, never signs up, not me Spots opportunity, sees what needs to be done, offers to do it, does it well High-handed, gloryseizing behavior; jumps in front of other volunteers

27 I easily spot what needs to be done and eagerly seize opportunities. I m willing to be called on to go beyond, sometimes even suggest it myself. I sometimes spot a need and take independent action to do it. I ll do it if I have to, but I rarely volunteer to go beyond what s required. I rarely think of anything to suggest, so I usually don t. I never have the skill/talent/vision needed to go beyond my normal job.

28 Applying EI competence Initiative Anticipate the potential misunderstandings Clarify assumptions For individual contributors For the present team For the future For new people

29 Applying EI competence Collaboration Encourage team members to depend on each other Share plans and progress Solve problems together Note: Popular culture is about being a star, a soloist not a collaborator!

30 Team EI - Emotionally intelligent teams: Are aware of group-level emotions Consider individual team members perspectives Offset confrontation with humor Seek outside opinions on tasks, progress, performance Source Building the Emotional Intelligence of Groups, By Vanessa Urch Druskat and Steven B. Wolff

31 Teams with EI also: Use a common vocabulary Have can-do attitudes Have good relationships outside the team (other depts., service providers, vendors) Source Druskat and Wolff n B. Wolff

32 Teams EI depends on: Common understanding Informed appreciation of others work (assignments, accomplishments)

33 Fresh Tip: Project Role Description Identify your project s roles Define them Create a repository of roles

34 Project Role Description DESIGN TEAM LEAD Works closely with Project Manager on all cost/schedule/performance issues as emerge on the team lead's work stream. Organizes and monitors the work performed by project participants on a specific team. Reports progress of overall team to Project Manager. Work Phase Deliverable Additional Activities, Comments 100 Planning None 200 Requirements Reviews final Client Business Requirements. 300 Preliminary Technical Design 400 Product Evaluation 500 Final Technical Design 600 Construction & Integration Responsible for team's portion of Tech Design document. Participates in evaluation of products; completes Evaluation Matrix. Responsible for team's portion of Tech Design document.; review and approve Test Plan. Responsible for Construction deliverables and Product Reviews; participates in preparation of Impl Plan. Scope is limited to purview of specific work stream (e.g., networking, middleware, infrastructure). Team Lead coordinates preparation of materials by other team members, hands off completed product to overall Project Manager. Has final review/edits over Design Team specific contents. Coordinates input from team to develop one Evaluation Matrix from entire team. Turns in final eval to PM. Scope is limited to purview of specific work stream. Notifies Test Team lead of revisions needed to plan and, finally, plan approval by Design Team. Conducts, leads, completes peer reviews as construction deliverables are ready for review.

35 Articulating roles Prevents misunderstandings Builds trust, informed appreciation Establishes accountabilities among peers Why not just put all this in your Project Plan? Because roles don t vary (much) project by project

36 EI Competencies Required Building Bonds Collaboration and Cooperation Build rapport and keep others in the loop. Promote a friendly, cooperative environment

37 Collaboration and Cooperation promoting friendly, cooperative environment; encourage cross-pollination Everyone keeps to themselves; hoards info; hostile/nervous Balance task & relationship; friendly; shares info & resources Party on! Too much camaraderie, not enough work getting done

38 I ll do my job, you do yours. I won t ask you anything & you can return the favor. I tolerate team meetings but that s enough working together for me. I resist sharing my work and materia l but I will if I have to. I enjoy good working relation -ships; too bad they re so rare around here. I don t know my teammates well, but they re mostly okay. I look forward working with my team. We do great work! We enjoy working together.

39 Two questions, same answer: What s the one thing project teams never have enough of? AND What the one thing it takes to build bonds and promote collaboration?

40 Fresh Tip: Team Basics Objectives: Quickly "connect" newcomer to the team to others already on the team; a quick orientation for new team members; equip him/her with knowledge about process, tools, procedures. Instructions: A one-page "to do" list for the newcomer describing what he/she needs to learn/know and who on the team will teach him/her, by which date it should be done and what overall urgency each item has. Employee signs off under "date done" and completes all entries.

41 TEAM BASICS TOOL sample Urgency Process or Tool By whom Date due 1 Testing software - how to use Cheryl 15-july 2 File management system Sam 22-july 3 Time reporting system Clyde 22-july 4 Using company portal/intranet; including how to post weekly status report Ravi 22-july 5 Tour of building, dept., food and drink places; answer questions about administrivia. Wilbur 31-july 6 Design document walk-through Jonathan 06-aug Reference architecture 7 overview Jonathan 06-aug Date done

42 What else can you do? Know EI Know your EI Assessments Recognize the emotional realities of the team Don t expect add-water-and-stir solutions

43 We live in a time when our prospects for the future increasingly depend on managing ourselves and handling our relationships more artfully. -- Daniel Goleman The future? How about our prospects for the present?

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