Applying Emotional Intelligence:The More Effective Project Manager

Michael R. Van Dyke, PMPSERENGETI ENTERPRISES, LLC

(703) 850-1951 * (540) 554-4533info@SerengetiEnterprises.net

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

info@SerengetiEnterprises.net

www.SerengetiEnterprises.net

Blog: Everyday Leadership and Management

http://teambuilderybu.wordpress.com