LESSON 4

KEEPING THE
TEAM ON TRACK
• Lead a Team
• Support Team Performance
• Address and Remove Impediments,
Obstacles, and Blockers
• Manage Conflict
• Collaborate with Stakeholders
• Mentor Relevant Stakeholders
• Apply Emotional Intelligence to
Promote Team Performance
Lead a Team
TOPIC A

2
KEEPING THE TEAM ON TRACK > LEAD A TEAM

Deliverables and Tools

Vision / Mission document Diversity awareness

Charter Leadership styles
Product box Influence matrix
Reward and Recognition Plan Salience model
Power grids
Behavior modeling
Challenge status quo
Recognize contributions
Remove impediments
Communicate vision
3
Leadership
The project manager is the visionary
leader for the project.
 Educate the team and other
stakeholders about project value
delivery
 Promote teamwork and
collaboration
 Remove roadblocks

Promote the project’s mission and value

to inspire the team, keep them focused
and feel part of the organization’s
mission.

4
Leadership Skills

 Conflict management
 Cultural awareness
 Decision making
 Facilitation
 Meeting management
 Negotiation
 Networking
 Observation/conversation
 Servant Leadership
 Team building
Diversity Awareness and Cultural Competencies

Use a leadership
approach and style
that best suits the Understand that
situation and the motivations and working
Be mindful of stakeholders.
individual and team styles of individuals and
aims and working groups vary based on
relationships. experiences, age, culture,
job roles, and other
influences.

Projects with diverse

locations, industries,
.
stakeholders, and
cultures require
communication and
openness to build trust
Leadership ≠
Management

7
Lead and Manage
Let’s reflect on two of the project manager’s roles to understand the difference.

8
Leadership Traits

Strong personal ethics, integrity, and

trustworthiness

Interpersonal skills (communicator,

collaborator, motivator)

Conceptual and analytical skills

9
Servant Leadership

DEFINITION
The practice of leading through service to the
team, by focusing on understanding and
addressing the needs and development of team
members in order to enable the highest possible
team performance.

10
Servant Leadership

 Facilitate rather than manage

 Provide coaching and training

 Remove work impediments

 Focus on accomplishments

11
Challenge the Status Quo

 Let past experiences and processes

provide guidance to but not dictate your
actions.

 Commit to a growth mindset to

continuously improve and innovate, to
find new ideas and perspectives.
 Discover the best approach through
challenge and introspection.
 Avoid complacency and blind
acceptance.

12
360 View
of Stakeholders

 Good leadership is based

partially on your influence and
the influence of the other Salience Model
project stakeholders.

 Use tools and techniques to

ensure that you understand
your stakeholders. Some
examples:
Power/Impact/Interest
Grid

Directions of Influence

13
Team Building

 Cohesion and solidarity help teams

perform better.

 Good leadership facilitates the

bonding between project team
members.

 Team-building activities build unity,

trust, empathy, and focus on the team
over the individual.
Team Building
Use rewards and recognition to keep teams motivated.

Rewards Recognition

 Tangible, consumable items  Intangible, experiential event

 A specific outcome or  Acknowledge behavior rather

achievement achieved than outcome

 Definite start and finish, or fixed  Not restricted to a set time

time
 Usually not expected by recipient
 Usually expected when goal is
met

Motivate towards a specific To increase recipient’s feeling

outcome; never without of appreciation; can be given
recognition too. without a reward
GUIDELINES

Lead a Team
• Use emotional intelligence and other leadership methods to motivate your
team.
• Adapt your leadership style to work best with each stakeholder.
• Establish good communication among team members, internally and
externally.
• Monitor performance of team members on an ongoing basis.
• Manage conflict.
• Establish an issues log to track and assign project issues.

16
Support Team Performance
TOPIC B

17
KEEPING THE TEAM ON TRACK > SUPPORT TEAM PERFORMANCE

Deliverables and Tools

RACI matrix RACI matrix

Management by Objectives Task boards
Benchmarking Performance tracking tools
Performance reports Information Radiators
Burnup charts
Earned Value
Throughput metrics
Cycle time
Value stream map

18
Key Performance Indicators (KPIs)

DEFINITION
Metrics used to evaluate an organization’s
progress toward meeting its goals and
objectives. Usually defined by organizational
leadership.

19
Strive to shape a team with a healthy culture
of working autonomy and a shared sense of
responsibility for their work.
Team Structure and
Workspaces
 Team environments are physical Facilitate fluid
and virtual. engagement of
team
members. . .
 Factor in environment and
location to team performance.

 Foster meaningful interaction–

…so they can
this is a core tenet of agile. take initiative
when needed.
 Respect agreed team working
hours and practices.
Use shared workspaces to foster
informal and immediate collaboration.

22
Team members need to be able to contribute
from everywhere and at any time.

23
Empowerment and
Unity
 Empower them to make timely
decisions.

 Encourage the team’s sense of

ownership of the work.

 Encourage the team to foster

collaborative work and decision
making.

 Prioritize team unity. Individual

contributions are important, but team
unity is critical.

24
Autonomy and
Teamwork

Know when to interfere. In general, people

work more productively when granted
autonomy.
Include the team in:
 Clarifying and prioritizing
requirements
 Splitting requirements into tasks

 Estimating effort

25
Keep the Tone
Positive and Fluid

 Establish a culture of fluid

communication and
engagement in a workspace that
promotes positive interactions.

 It makes leading and managing

a team easier.

26
Team Building Activities
Also known as “team-building strategies”
Formal or informal
Brief or extended
Facilitate yourself or use a group facilitator

27
Use team-building activities to
influence diverse individuals from
many functional areas, each with their
own goals, needs, and perspectives, to
work as a cohesive team, for the good
of the project.

28
Team Performance
Assessments
 Improve team member interaction Can be formal
or informal
 Solve issues
 Deal with conflicts
 Improve team member skills and Assess
potential
competencies continually
 Increase team cohesiveness

Identify
positives and
negatives

29
Performance
Assessment Tasks

 Compare performance to goals

 Reclarify roles and responsibilities
 Deliver positive as well as negative
feedback
 Discover unknown or unresolved
issues
 Create and monitoring individual
training plans
 Establish future goals

30
Team
Development
 Is a process which can progress and
regress
 Acknowledges diversity and
promotes inclusivity
 Requires trust, communication, and
respect
 Takes effort!

31
Team Development Stages
(Tuckman ladder)

Forming Team members get to know each other

and trust one another.

Storming Team members begin to assert themselves

and control emerging issues.

Norming Team begins to work productively, without worrying

about personal acceptance or control issues.
Team is working at optimum productivity and is
Performing
collaborating easily, communicating freely, and solving
its own conflict problems.
Adjourning Team members complete their assigned work and
shift to the next project or assigned task.

32
Manage with
Objectives
 Use clear objectives for a more
productive and driven team.
 Set objectives collaboratively with the
team.
 Create challenging, yet attainable
objectives.
 Conduct objective setting:
− At the start of a project or phase
− Throughout the project life cycle,
as in an iteration planning session

33
Feedback
 Is crucial for any team, using any
methodology, in any environment.

 Discover the most appropriate and

timely means of feedback. Splendid
work! Let’s ask the
– Public/private
team for
– Individual/group suggestions to
improve!
 Give and receive constructive feedback
freely.

34
Performance Tracking Techniques
Tool
Based on the Japanese management method of pulling cards to
Scrum/Agile/Kanban boards various stages as they are worked on, physical or electronic boards
can track work as it progresses across various stages or categories.
Measurement of the team’s work that has moved from one stage to
Throughput Metrics
another stage over a certain time.
Measurement of work that has progressed all the way from plan to
Cycle Time
completed or delivered.
Various measurements to track quality deliverables, defects, and
Quality Metrics
acceptable output.
Earned Value Tracking cost and effort performance against a planned value.
Bar Charts (Gantt) Using the project schedule to track performance over time.
Measurement of total output from an iteration to attempt to predict
Velocity
future iteration outputs.

35
The monetary value
of the work contribution is another way of
supporting and measuring performance.
36
Earned Value Management (EVM)

DEFINITION
A methodology that combines scope, schedule,
and resource measurements to assess project
performance and progress.

37
Earned Value Management (EVM)
In projects that use earned value management, the cost baseline is referred
to as the performance measurement baseline.

Planned Value
PV • The authorized budget assigned
to scheduled work.
PV
AC
Earned Value
EV • The measure of work performed
expressed in terms of the
EV
budget authorized for that work.

Actual Cost
AC • The realized cost incurred for
the work performed on an
activity during a specific time
period.
Schedule
And
Cost Variance
38
Earned Value Management (EVM)

Planned Value
PV The authorized budget
EV = % work complete to date x budgeted cost
assigned to scheduled work.

400
Earned Value
EV The measure of work
performed expressed in
terms of the budget 300
authorized for that work.
$ (K)

Actual Cost 200

AC The realized cost incurred for
the work performed on an
activity during a specific time
period. 100

Planned Value (PV) 0

Earned Value (EV) 1 2 3 4 5 6 7 8 9 10 11 12
Actual Cost (AC)
Time (months)

39
EVM Measures for Schedule Control

Schedule Variance - a measure of Schedule Performance Index - a

schedule performance expressed as measure of schedule efficiency
the difference between the EV and expressed as the ratio of EV to PV.
the PV.

 A positive SV indicates a project is  An SPI number greater than 1.0

ahead of schedule. indicates a project is ahead of
 A zero SV indicates a project is on schedule.
schedule.  An SPI of 1.0 means the project is
 A negative SV indicates a project is on schedule.
behind schedule.  An SPI number less than 1.0
indicates a project is behind
schedule.

(SV = EV - PV) (SPI = EV / PV)

40
EVM Measures for Cost Control

Cost Variance - the amount of Cost Performance Index - a

budget deficit/surplus at a given measure of the cost efficiency of
point in time, expressed as the budgeted resources expressed as
difference between EV and AC. the ratio of EV to AC.

 A positive CV indicates a project is  An CPI number greater than 1.0

ahead of schedule. indicates a project is ahead of
 A zero CV indicates a project is on schedule.
schedule.  An CPI of 1.0 means the project is
 A negative CV indicates a project is on schedule.
behind schedule.  An CPI number less than 1.0
indicates a project is behind
schedule.

(CV = EV - AC) (CPI = EV / AC)

41
Estimate at Completion Analysis
Estimate At Completion (EAC) - The current projected final cost of the project.

Calculated from the following

Based on the current spending formula, where BAC is the
efficiency (the CPI). projected budget at
completion:
Estimate at Completion Analysis
Estimate To Complete (ETC) - The amount of money needed to
complete the project.

Based on the current

Calculated using the
spending efficiency of the
formula below:
project.
Performance Report Types
Type Description

Information Radiators Big visual boards to display in high traffic public locations about the project and the
advancement of the project. The aim is to radiate information to all about the project
work.
Burndown Chart A graph to show the progress by plotting the burning down of work during an iteration or
other time period.
Burnup Chart A graph to show the progress and gains made by the project team over time.

Earned Value Management Graphs and values based on the earned value management (EVM) equations.
Reports

Variance Analysis Reports Graphs and their analysis comparing actual results to expected results.

Work Performance The physical or electronic representation of work performance information compiled in
Reports project documents, intended to generate decisions, actions, or awareness.

Quality Reports Charts and reports based on the quality metrics collected.

Dashboards Physical or electronic summaries of the progress, usually with visuals or graphics to
represent the larger data set
Task Boards Physical or electronic depictions of the work that must be done and their current state.

44
Value Stream Map

DEFINITION
A lean enterprise technique used to document,
analyze, and improve the flow of information or
materials required to produce a product or
service for a customer.

45
Value Stream Map
Production
Supplier
Plan Customer

Information Flow

2x Product Flow Daily

Daily

Receiving Process Process Process Process Shipping

4 days 2 days 1 day 1 day 1 hour

1 day 2 min 4 hours 1 hour

Time Ladder
Retrospectives and Lessons Learned

 Gather data on improvements

and recognize successes.
 Review what went well and what
could have been better.
 Involve everyone and respect
their input.
 Avoid the blame game and
focus on learning and growth
opportunities

Agile Retrospectives – Lessons Learned –

held as necessary at the end of
throughout the project projects
47
Implement Results of
Retrospectives/Lessons
Learned
 Rank the opportunities by importance
and urgency.

 Incorporate tasks necessary to realize

the improvements.

 Apply ideas to the team environment.

48
GUIDELINES

Conduct a Retrospective
• Prepare some ideas or areas of focus in case the team needs inspiration or ideas.
• Make two columns on a board: “What Went Well” and “What Could Be Improved”.
• Ask attendees to identify items that went well in the iteration and add them to the
first column.
• Ask them to identify items that could be improved and add them to the second list.
• Allow each participant to identify the reason for the improvement.
• Moderate a conversation about common items that need improvement and mark
those.
• Narrow the list down to a few areas for improvement that will bring value in the
next Sprint.
• Get team consensus on the plan improvement.
• Update these tasks to the Product Backlog after a discussion
with the Product Owner.
• Implement changes.

49
Address and Remove Impediments,
Obstacles, and Blockers
TOPIC C

50
KEEPING THE TEAM ON TRACK > ADDRESS AND REMOVE IMPEDIMENTS,
OBSTACLES, AND BLOCKERS

Deliverables and Tools

Backlog (reprioritized) Daily standup

Updated risk register Sprint reviews
Action plans Risk reviews
Updated impediment task board Backlog assessment

51
Impediments,
Obstacles, and
Blockers

52
Impediments

DEFINITION

Situations, conditions, and actions that slow

down or hinder progress.

53
Obstacles

DEFINITION

Barriers that should be able to be avoided or

overcome with some effort or strategy.

54
Blockers

DEFINITION

Events or conditions that cause stoppages in the

work or advancement.

55
 Impediments, Obstacles, and Blockers

The company has

The team can’t Construction can’t halted the use of
agree on a begin before permits the product until a
solution! are granted! new contract is
signed!

56
Assess Product
Backlog Continually assess the
backlog for potential
impediments, obstacles, and
blockers.
 Work to be done is also called a
product backlog.
Evaluate impediments against
 Use backlog assessments and pending work.
refinements to explore
alternatives to overcome or avoid
risks, such as removing work Also assess scheduled
items or blockages. activities and other lists of
work items.

The team and business

stakeholders must assess the
work backlog work in terms of
value and priority.

57
Daily Standup (Daily Scrum)

DEFINITION
A brief, daily collaboration meeting in which the
team reviews progress from the previous day,
declares intentions for the current day, and
highlights any obstacles encountered or
anticipated.

58
Daily Standup
 Conducted at a designated time (in
the team “ground rules”).

 Mandatory attendance of everyone in

the Sprint.

 During the meeting, answer:

− What’s been done since the last
meeting?
− What needs to be done before the
next meeting?
− What does anyone need help with?

59
Tracking
Impediments

Tracking impediments as they are

raised, addressed, and resolved, to
ensure communication and
oversight.
Track impediments with:
 Issue log

 Kanban (task) board

 Software applications

Capture the status and efforts

associated with the identified
impediments.

60
Risk Reviews/
Risk Register
 Impediments may be due to, or a
result of, project risks or issues.

 Risks raised formally during the

daily standup meetings, iteration
reviews, or informally, are added
to the risk register.

 Newly identified and existing risks

are updated based on the current
knowledge and situation.

61
Handle
Impediments as
a Servant Leader

Aim to clear an unobstructed path for

the team so they can contribute and
deliver.
Optimize the workplace to be free of
obstacles and other impediments.
 Create the right team space

 Focus efforts on work

 Remove distraction, non-value work,

and other confusion
Take on most of the burden of
addressing and removing impediments
so the team can do their best work.

62
GUIDELINES

Working with External Stakeholders, Other

Projects, and Work Demands
• Work with the team to assess and evaluate the impediment.
• Review previous attempts or efforts to fix the problem.
• Discuss impact and solutions.
• Connect the impediment to the external source.
• Establish a single point of contact (SPOC) within the team, typically the
project manager or person with the most subject matter knowledge.
• Shield the rest of the team to focus on other work.
• Create action plan and schedule.
• Follow up and communicate per agreements.
• Document resolution and lessons learned for
future reference.

63
GUIDELINES

Prioritize Critical Impediments, Obstacles,

and Blockers
• Define the prioritization categories appropriate for team, project, and/or
organization.
• Redefine levels as needed.
• Anchor the priority levels with real examples.
• Clarify the new and still open impediments.
• Review the impact or potential impact to the team and to the project
objectives.
• Assign a priority to each impediment as a team or a selected subgroup
based on connection to the impediment
• Communicate the priorities in a visible place, such as an information
radiator.
• Create action plans for the highest priority impediments.
• Continually reassess for impediments, obstacles, and
blockers. 64
Manage Conflict
TOPIC D

65
KEEPING THE TEAM ON TRACK > MANAGE CONFLICT

Deliverables and Tools

Team charter or Ground Rules Conflict management theory

Updated RACI matrix Change management theory
Conflict management models
Conflict resolution strategies
Emotional Intelligence
Active listening
Empathy

66
The Project
Manager’s Role
 While all stakeholders are responsible
for managing conflict, your job is to
heavily influence the direction and
handling of conflict.
 Use interpersonal and team skills to
ensure positive results when handling
conflict.
 In agile projects, you facilitate conflict
resolution while the team is empowered
to resolve conflicts.
 As a servant leader, you assist in the
removal of impediments or sources of
conflict.

67
Skills and Leadership
Techniques
In addition to the conflict management
techniques we discuss shortly, also use your
interpersonal skills to address conflict:

 Emotional Intelligence
 Influencing
 Leadership
 Decision-Making

68
Causes of Conflict
 Competition
 Differences in objectives, values,
and perceptions
 Disagreements about role
requirements, work activities,
and individual approaches
 Communication breakdowns

69
Conflict Management

DEFINITION

Application of one or more strategies to deal

with disagreements.

70
 Conflict Management
Effective conflict management leads
to:
 Improved understanding

 Better performance

 Higher productivity

Ineffective conflict
management leads to:
✗ Destructive behavior
✗ Animosity
✗ Poor performance
✗ Reduced productivity

71
Conflict Management Approaches

Smooth/
Accommodate

Withdraw/ Collaborate/
Avoid Problem Solve

Compromise
Force/Direct /Reconcile

72
Conflict Management
Approaches (1 of 2)

Smooth/Accommodate
 Emphasize areas of agreement
 Concede position to maintain
harmony and relationships

Withdraw/Avoid
 Retreat from the situation
 Postpone the issue

Collaborate/Problem Solve
 Incorporate multiple viewpoints
 Enable cooperative attitudes and
open dialogue to reach consensus
and commitment
73
Conflict Management
Approaches (2 of 2)

Force/Direct
 Pursue your viewpoint at the expense
of others
 Offer only win/lose solutions

Compromise/Reconcile
 Search for solutions that partially
satisfy everyone
 Compromise to temporarily or
partially resolve the conflict

74
Collaborate with Stakeholders
TOPIC E

75
KEEPING THE TEAM ON TRACK > COLLABORATE WITH STAKEHOLDERS

Deliverables and Tools

Stakeholder Register Facilitated Workshops

Stakeholder Engagement Plan
Stakeholder Management Plan

76
Engaging Stakeholders

 Trust
 Collaboration
 Productive working
77
Stakeholder Engagement Plan

DEFINITION
Identifies the strategies and actions required to
promote productive involvement of stakeholders
in project or program decision making and
execution.

78
Effective
collaboration
builds trust
between all
parties.

79
Collaboration
Optimize understanding of aims and expectations
through open dialogue and meaningful
communication.

Accept that each person’s involvement and

engagement level may fluctuate during project.

Keep discussions transparent to ensure

stakeholders are knowledgeable and expectations
are set.

Leverage communication and interpersonal skills,

feedback, and meeting management to maximize
feedback loop and stakeholder engagement.

80
Collaboration Activities

Nearly constant engagement is

recommended

Base the frequency of engagement on

mutual needs and expectations

Activities that encourage regular

collaboration include:
• Daily stand-up meetings
• Co-locating teams for face-to-face
communication
• Scheduled sessions e.g. milestone
reviews, backlog grooming sessions,
and project update meetings

Determine and optimize collaborative

activities as an ongoing team effort
GUIDELINES

Develop a Stakeholder Engagement Plan –

(Part 1 of 2)
• Review project artifacts:
− Project management plan - life cycle selected for the project, how work will
be executed, how resource requirements will be met, how changes will be
monitored and controlled, and the need and techniques for communication
among stakeholders.
− Stakeholder register - how to appropriately engage stakeholders.
• Organizational culture, structure, and political climate - determine best
options to support an adaptive process for engaging stakeholders.
• Lessons-learned database and historical information - insight on previous
stakeholder engagement plans and their effectiveness.

82
GUIDELINES

Develop a Stakeholder Engagement Plan –

(Part 2 of 2)
• Use expert judgment to decide on the level of engagement required from
each stakeholder at project stages.
• Hold meetings with experts and the project team to define the required
engagement levels of all stakeholders.
• Use analytical techniques to classify the level of engagement for
stakeholders.
• Document the stakeholder engagement plan.

83
Maximize Meeting
Time

 Be organized
 Timebox
 Collaborate

84
GUIDELINES

Facilitating a Meeting
• Ensure meetings are appropriate to the stakeholder’s engagement level.
• Set and distribute an agenda before the meeting.
• Allow stakeholders to review and change the agenda.
• Start meetings promptly to support a sense of urgency.
• Timebox meetings.
• Allow others to speak and share.
• Take notes or record the meeting, with permission.
• Keep meeting discussions on topic. Save off-topic discussions for another
time.
• Recap the meeting and assign action items.
• Thank everyone for attending.
• Adjourn the meeting per the scheduled time or earlier.
• Distribute the meeting notes or recording.
85
Monitor Relevant Stakeholders
TOPIC F

86
KEEPING THE TEAM ON TRACK > MONITOR RELEVANT STAKEHOLDERS

Deliverables and Tools

Training and Mentoring Plan Group Coaching

Training Effectiveness Assessment Teaching and Training
Training Schedule Facilitation
Transformation Skills

87
Interacting with
Relevant Stakeholders
Examples of how to interact with
relevant stakeholders:
 When refining the backlog, mentor
the Product Owner on best
practices.
 When onboarding a new project
team member, guide them on
team processes.
 When a team member must
purchase material for the project,
show them the procurement best
practices and processes for the
organization.

88
Coaching and Mentoring

Coach and mentor

others to help them
improve.

Raise team abilities to increase

their output and value.

Increase the knowledge base and

skill sets of all project
stakeholders to promote more
successful and effectively
managed projects.
Start mentoring relevant
stakeholders in a project and
expand your mentoring reach
into throughout the
organization.
Make Time for
Mentoring and Coaching

90
Individual Mentoring
and Coaching
 Encourage others to take lead on
activities
 Facilitate meetings and sessions
 Practice taking on new roles
 Use informal opportunities
 Create formal opportunities
 Transfer skills
 Model behaviors
 Encourage teammates to assist
each other

91
Share Explicit Knowledge
with an Individual while
Performing a Task
 Encourage self-organization and initiative
 Facilitate opportunities for others to
practice project management tasks
 Coach individuals on how to contribute to
other project roles
 Coach an individual with tacit knowledge
 Lead formal training sessions
 Pass on and practicing skills
 Demonstrate desired skills and best
practices every day
 Self-organizing teams coach and mentor
each other every day in their work

92
Mentor and Coach
as a Group
 Mentoring and coaching also occurs in
whole team settings.

 Everyone learns when you demonstrate

the best way to complete a project
management task.

 Call out and explain actions and their

causes or motivations.

 Allow others in the group to contribute

and guide the practice.

 The entire team learns and grows as a

unit.

93
Training and
Sharing Plans
 Set aside time for sharing and
learning to increase the opportunities
to capitalize on mentoring.

 Establish formal or informal plans for

training and sharing.

 Leverage retrospectives and lessons

learned sessions to call out
successes and failures in project
management and operation.

 Schedule training sessions to

formalize mentoring and coaching.
These sessions can be facilitated by
anyone.

94
Facilitation
 Take the lead in facilitating project
management activities.
 Model good project facilitation skills so
others can learn.
 Encourage participation from
stakeholders to build their knowledge
and comprehension.
 Guide and offer advice to provide
relevant feedback to help people grow
in confidence.
 Increase the abilities of all project
stakeholders to increase success.
When all contribute, all gain.

95
Transformation
Skills
 Support co-workers to support the
business - Supporting business
transformations requires patience and
compassionate mentoring.

 Enable an agile operating system -

You will be required to coach team
members when introducing new
methods such as agile.

 Keep knowledge current - In today’s

digital world, the skill set being used
today may be obsolete or limited
tomorrow.

96
Apply Emotional Intelligence to
Promote Team Performance
TOPIC G

97
KEEPING THE TEAM ON TRACK > APPLY EMOTIONAL INTELLIGENCE TO PROMOTE
TEAM PERFORMANCE

Deliverables and Tools

Personality Profile Assessments Emotional Intelligence

Communications plan Empathy
Motivation Triggers Listening skills
Performance Reports Transparency
Risk Register Problem solving
Motivational models

98
Emotional
Intelligence

99
Emotional Intelligence
Count on your soft skills to help
Personal Skills:
 Self-awareness
 Self-regulation
 Motivation

Interpersonal Skills:
 Social skills
 Empathy
Self-Awareness Elements

• Knowing feelings.

Emotional • Perceiving connections between

feelings and behavior.

Awareness • Recognizing how emotions affect

performance.
• Being conscious of values, goals.

• Perceiving strengths and

Accurate self- weaknesses.

assessment •
•
Becoming aware of blind spots.
Knowing emotional triggers.

• Expressing potentially unpopular

opinions.
• Taking risks.
Self-confidence •
•
Displaying poise, self-assurance.
Having knowledge of self-esteem,
proficiencies.
• Being decisive.

101
Self-Regulation Self-control
• Remaining cool under

Elements pressure.
• Staying focused in a stressful
environment.
• Controlling rash, destructive
emotions.
Innovation
• Producing fresh ideas. Trustworthiness
• Considering innovative • Acknowledging errors,
answers to problems. challenging others’ immoral
• Embracing new approaches conduct.
and possibilities. • Establishing confidence via
• Looking for novel ideas. reputation for honesty,
credibility.
• Standing by principles.
Adaptability • Behaving in morally correct
way, above suspicion.
• Adapting to changing events.
• Interpreting events in a
flexible way. Conscientiousness
• Handling numerous demands • Having well-ordered, meticulous
and changing priorities.
approach to work.
• Being accountable for fulfilling
goals.
• Satisfying obligations,
delivering on promises.
102
Interpersonal
and Team Skills

 Active listening
 Communications styles
assessment
 Emotional intelligence
 Influencing
 Motivation
 Nominal group technique
 Political awareness
 Transparency

103
Motivation Elements

Commitment Achievement Initiative Optimism

Drive
 Making decisions  Working above-  Hoping to
based on team's  Setting tough and-beyond succeed instead
core principles. goals, taking toward goals. of fearing failure.
 Realizing benefit chances.  Inspiring others  Seeing reversals
in comprehensive  Driving hard to through as events caused
quest. get results. extraordinary by controllable
 Sacrificing to  Discovering how feats. factors.
fulfill company to upgrade  Cutting through  Working toward
goal. capabilities. rules to finish goals regardless
 Searching for  Striving to job. of barriers.
opportunities to minimize  Seizing
achieve team's uncertainty. opportunities.
mission.

104
Empathy
The ability to understand the feelings of
another, to see from their point of view.

The capacity to empathize is a powerful

tool. It provides a foundation for
understanding the motivations of other
people.

105
Empathy – Looking Inward

Understanding Others Service Orientation

 Serving others based  Happily providing

on needs. proper help.
 Understanding
 Observing emotional customers’ point of
cues and listening view.
carefully.
 Seeking strategies to
 Displaying tact and increase consumers'
appreciating others' satisfaction.
points of view.  Recognizing
consumers’ needs.

106
Empathy – Looking Outward

Developing Leveraging Political Awareness

Others Diversity
 Recognizing,  Appreciating various  Understanding
rewarding associates' ideologies. political truths and
achievements realities of
 Creating conditions
companies.
 Providing helpful where different types
criticism. of groups can thrive.  Grasping
 Showing influences that set
 Coaching and opinions of clients,
consideration for
mentoring. consumers, rivals.
diverse groups.
 Objecting to  Recognizing critical
discrimination and social systems.
bigotry.  Correctly
interpreting power
connections.

107
Social Skills -
Elements
 Communication
 Building Bonds
 Collaboration/Cooperation
 Change Catalyst
 Conflict Management
 Influence
 Leadership
 Team Capabilities

108
Social Skills Elements
(Part 1 of 4)
Communication
 Managing tough problems directly.
 Effectively exchanging information.
 Cultivating clear communication.
 Achieving a mutual awareness.

Building Bonds
 Building connections with colleagues.
 Establishing large, casual networks.
 Keeping others informed.
 Seeking mutually rewarding
relationships.

109
Social Skills Elements
(Part 2 of 4)
Collaboration/Cooperation
 Fostering a collaborative environment.
 Cultivating options for cooperation.
 Balancing job duties and professional
relationships.
 Working together; sharing strategies,
knowledge, assets.

Change Catalyst
 Challenging current situation to appeal
for change.
 Advocating for change.
 Appreciating importance of change.
 Exhibiting change anticipated of others.

110
Social Skills Elements
(Part 3 of 4)
Conflict Management
 Detecting clashes, moving disputes
into the open.
 Managing difficult individuals.
 Urging open discussion of issues.
 Engineering resolution for both sides.

Influence
 Polishing presentations.
 Winning people over.
 Coordinating impressive events to sell
an idea.
 Building solidarity and approval.

111
Social Skills Elements
(Part 4 of 4)
Leadership
 Stimulating interest for collective
vision and goal.
 Modeling effective leadership.
 Taking on leadership role regardless
of official title.
 Directing others' performance.

Team Capabilities
 Building team character.
 Attracting group members.
 Displaying team characteristics.
 Safeguarding team and its good
name.

112
Organizational Theory

DEFINITION
The study of how people, teams, and
organizations behave

113
Organizational Theory

 Purpose of organizational theory

 Maximize efficiency and SELF-ACTUALIZATION

productivity ESTEEM
 Solve problems
BELONGING
 Motivate people
SAFETY
 Meet stakeholder requirements
 Common organizational theorists PHYSIOLOGICAL

 Maslow’s Hierarchy of Needs

 McGregor’s Theory X and Theory Y
 McClelland’s Achievement Theory
 Herzberg’s Motivation Theory
Active Listening
Repeat the gist of the
message
Reflecting
Verify your understanding
of the message

Lean slightly toward the

speaker
Focus on the speaker at
Attending eye-level
Maintain eye contact
without staring

Respond with non-verbal

gesture or verbal
response
Following Ask questions
Allow speaker a moment
to collect their thoughts
GUIDELINES

Building Emotional Intelligence with Key

Stakeholders
• Recognize your own emotions and behaviors.
• Assess how your emotions, attitudes, actions, behaviors control you.
• Observe how your emotions affect those around you.
• Take note of physical nonverbal cues of others, such as a shrug or smile.
• Interpret those cues against the context, situation, and your emotions.
• Remain mindful of the emotions of others.
• Mirror the behaviors of others when suitable to become
better connected.
• Practice controlling or changing your emotions to better
suit the situation.

116
End of
Module
4

117