Contols, Skills or Behaviours - Peter Parkes

Peter Parkes www.NLP4PM.com

Controls, Skills or Behaviours ?

Peter Parkes

2Peter Parkes www.NLP4PM.com

Peter Parkes Bio

Held Programme Director roles: in the Private Sector, Public Sector, Public Private Partnerships, and ‘Big 4’ Management Consultancies.

Director of APM and Board Champion for best practice groups (SIGs).

Active Member of SIGs for Assurance, Governance and Portfolio Management.

APM Fellow and CPM.

Held interim CIO and Head of IT roles. Chartered IT Professional and Fellow of the BCS.

NLP Master Practitioner. Trained Facilitator, Coach and Mentor.

Author ‘NLP for Project Managers’

Director, Peak Performance Consulting.


Contents

Part I: Communications - How I got involved in NLP

Part II: PM models and direction of qualifications

Part III: Competences for PM – Skills or Behaviours ?

Part IV: Introduction to NLP

Part V: EI / ‘soft skills’ and NLP

Part VI: Behaviours / NLP meta-programs for PM

Part VII: Flexible behaviour - Managing and using time

Part VIII: Rapport – make it don’t fake it


Desired Outcomes

Know what NLP is

and how

NLP helps to develop behaviours for effective project management

The world of PM

The world of NLP

Bringing two worlds together – NLP for PM


Part IComms – how I became involved in NLP


How I got involved in NLP

How to give a talk ?


Connecting to your audience

‘The meaning of communication is the response that you get’ – NLP pre-supposition

‘To be effective, project managers must learn the language of theboardroom. (Peter and this book will help you to do that).’

Neville Bain - Chairman of the Institute of Directors

‘The quality of our lives is determined by the quality of our communications’ – NLP pre-supposition


Maps of the world, world views and Filters

‘If the doors of perception were cleansed everything would appear to man as it is, infinite. For man has closed himself up, till he sees all things thru' chinks of his cavern’ William Blake

We react according to our map of the world, not reality

‘Rapport is meeting someone on their map of the world’ - NLP pre-supposition

To lead someone on a journey, we have to start where they are at (not where we are at)


Matching language to representational systems

Expressions of discomfort by client

1. I do not feel very comfortablepresenting this.

2. I don’t like what I am hearing.

3. I don’t think you see my view.

4. This doesn’t smell right to me.

5. Are there any tastier options ?

Matching by respondent

1. What support would you like ?

2. What would you like me to say?

3. Show me how you see it.

4. How can we clear the air ?

5. One of them is really sweet.


NLP bridging the divide

Rapport

World view World view

IdeasLanguage & Behaviour

Ideas Language & Behaviour

Effective Communication


Part IIPM models and direction of qualifications


What is Project Management ?

‘Project Management is getting things done through others’ (Barnes)

‘Project Management is an attitudeof mind’ (Turner)

TimeCost

Performance / quality


Direction of PM and PM qualifications


Direction of PM and qualifications

‘Method and process are important in project management, but knowing how to use them is even more so’.

Bob AssiratiDeputy President, BCS Honorary Fellow, APMMajor Projects Director, OGC

‘Consistent feedback when we released early drafts of PRINCE2 was the need to describe those vital behavioural competences (or soft skills) that project managers require for successful project delivery’.

Andy Murray CDirLead author PRINCE2 (2009 Refresh)Director, Outperform


Competence requires skills and experience as well as knowledge

Kno

wle

dge

Structured experience / skills

Practitioner

Novice

Master practitioner

Early practitioner

Competence


Part IIICompetences for PM


What are the required competences for effective PM ?


PM competences

•Responsible•Self confident•Self control•Approachable•Autonomous•Integrity•Empathy•Big picture•Self development•Open•Energetic•Reliable•Kind

•View people as allies, not adversaries•Think win / win•Begin with the end in mind•Respect other people•Creative cooperation•Pro-actively build relationships

•Conflict Management•Negotiation•Influencing•Problem solving•Listening

TraitsBehavioursSkills


Controls, skills or behaviours ?

‘In the 90s we were recruited for our knowledge.In the noughties we were promoted for the skills we had developedNow, our career depends on our behaviours’Christine Connelly, CIO of the NHS (address to BCS April ’11)

‘The view from the ‘C-level’ is that, rather than academic PM theory, soft skills and emotional intelligence can be the difference between success and failure’Chris McLean, Head of Fujitsu PPM academy (in Project June ’11)

‘Attitude is worth more than skills’James Reed, Chairman, Reed Recruitment (Feature in Sunday Times Appointments 5/6/11)


Part IVIntroduction to NLP


Where did NLP come from ?

1950 1960 1970 1980 NLP

DiltsNeurological

levels

KorzybskiNeuro-

linguisticsSemantics

BatesonSystems Theory

Cybernetics

BerneTransactional

analysesParts

SatirFamily therapy

MillerTOTE modelling

7±2

PerlsGestalt therapy

Rep systems

Bandler & Grinder

NLP

EriksonMilton ModelMeta-model

JamesTime-line


What is NLP ?

The study of the structure of subjective experience

The modelling of human excellence

Looking for ‘the difference that makes the difference’

A means of achieving Peak Performance

A form of applied psychology

It has been described as a system, a methodology, and a set of processes.

More than anything else to me though, NLP is an approach.


Overview of NLP

Experience has structure, coded by our representational systems (sight, sound, feelings) and sub-modalities (quality of our senses).

All of our maps of the world are different, filtered by our Values and Beliefs.

NLP can help to understand our own behaviours (meta-programs) and learn to explore other peoples maps of the world.


4 Pillars of NLP

NLP

Ecology

Out

com

e th

inki

ng

Sens

ory

awar

enes

s

Rap

port

Beh

avio

ural

flex

ibili

ty


Part VSoft skills and NLP


Soft skills = Emotional Intelligence

Social influenceSelf managementRegulation

Social awarenessSelf awarenessRecognition

Other(Social Competence)

Self(Personal Competence)


How can NLP be applied to PM ?

Re-frameConflict ManagementNegotiationMotivationFeedback

State managementGoal settingContinuous developmentHandling stressFlexibilityBig picture / detailTime ManagementModelling

Regulation

Sensory acuityListeningRapport

Self awarenessFeedbackSelf coaching Presenting yourselfSelf confidence

Recognition

Other(Social Competence)

Self(Personal Competence)


Part VIBehaviours / NLP meta-programs


Meta-programs – how we see the world


Meta-programs – which are the best for PM ?

Co-operativeWants to work as part of a team.Likes shared responsibility.

IndependentWants to work alone.Wants sole accountability.

Through timeGood at keeping track of time and managing deadlines.

In timeLives in the moment.Creative but poor with deadlines.

ProceduresGood at generating logical flows.Likes to have processes documented.

OptionsLikes to generate choices.Good at developing alternatives.

SpecificLikes to work with detailed information and examples.

GeneralLikes to take a ‘helicopter view’ and gets bored with detail.


More meta-programs (of over 60)

DifferenceLikes challenge.Looks for opportunities to try new things.

SamenessLikes things to be the same.Doesn’t like surprises.

DissociatedDetached from feelings.Task oriented.

AssociatedFeelings and relationships are important.

Other / ExtrovertRelaxes in the company of others.Has a lot of surface relationships.Knows about a lot of things, but not in detail.

Self / IntrovertNeeds to be alone to re-charge their batteries.Few relationships with deep connections.Interested in a few topics but to great detail.

ThingFocused on tasks, systems, ideas, tools.Getting the job done.

PersonOriented towards people and focuses on feelings and thoughts.People are the task.


Part VIIManaging and using our time


Time - Fast or Slow ?


Flexibility with time-lines

•Building relationships•Dealing with difficult relationships•Enjoying yourself•Being creative

•Achieving goals•Planning•Processes•Delivery•Appointments and meetings

Good for

In time(Traditionally Eastern culture, though adapting to working

with the West)

Through time(Typically America-European

model of time)


Part VIIIRapport – make it don’t fake it


Rapport


Neuro-logical levels and rapport

Identity

Beliefs & Values

Capabilities

Behaviours

Environment

Purpose


Finding the connection - exercise

Find out as many ways that you are connected to the person sitting next to you as you can (competition)

Same university Common friendsSame degree courseEmployerReligion / ChurchKids at same schoolLong lost relativeHobbyEtc

Hint: When you find one, ‘bank it’ and move on rather than discussing it. In business, it gives you the opening to set up a follow-on meeting.


Swansong


United front


Special relationship ?


? Marriage made in heaven ?


Summary

You ‘Know what NLP is and how it relates to skills for effective project management’

‘A little knowledge that acts is worth infinitely more than much knowledge that is idle’ (Kahlil Gibran) – you need to do it not read about it.


? Questions ?

Slides and supporting information available at: www.NLP4PM.com

Book available on-line via NLP4PM.com, BCS and Amazon

[email protected]

+44 7764 319600

LinkedIn: PeterParkesMBA (say you were at the talk)

Join LinkedIn Group ‘NLP4PM’

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Contols, Skills or Behaviours - Peter Parkes