PMI – CV Symposium

1. PMI – CV Symposium Hard Skills Lead to Projects Soft Skills Lead to Success Dr. Jerry Brightman President - The Leadership Group

2. The Palette

3. Today’s Program • Differentiating “Hard” Skills from “Soft” Skills • Management Versus Leadership • Lessons from Leadership Research • Touchstones! • Knowing: 360s: Skillscope and Benchmarks • Metrics and “Low” Scores • Knowing: Books, Web and TED • SBI Model of Feedback • Work and its Various Behaviors – What we really do at work • SBI Model of Feedback • The Power of Questions • Creating a Vision for Your Future • Creativity and Innovation • Leading Change • What the Heck is a “Left-Hand Column”? • From Buttermilk to Marshmallows • The Leader’s New Work • Questions, Answers and Next Steps

4. Differentiating Hard Skills From Soft Skills “Hard skills” are technical or administrative procedures related to an organization’s core business. “Soft skills” (also called “people skills”) are typically hard to observe, quantify and measure.

5. Why is Knowledge of “Soft” Skills Important “One strikingly consistent finding is that today technical and functional expertise matters less at the top than business acumen and "soft" leadership skills do.” Harvard Business Review March, 2011

6. Three Categories of “Soft” Skills 1. Interpersonal Skills 2. Professionalism 3. Problem-Solving

7. Interpersonal Skills Those skills that help one to interact with her/his colleagues. Networking Communicating Team Learning EQ versus IQ

8. Professional Skills • Those skills that directly impact how a professional is seen • at her/his work place by her/his colleagues • Inspiration • Dedication • Attitude • Motivation

9. Problem Solving Skills The ability to be a critical thinker and make sense of the Whole. Critical Thinking Systems Thinking Creative Thinking

10. The Research • The skills that got us to where we are today may not be the skills that we need to get us to where we’re going • Strengths overused can eventually become weaknesses

11. Skillscope® and Benchmarks® Two 360-degree instruments that emerged from the research on why leaders derail

12. ® SKILLSCOPE for Managers Pat Sample Self 6 Others Getting information, Making sense of it; Problem identification Development Strength Needed IMPORTANCE: Self: 1 Others: 1 Boss: 1. Seeks information energetically. 2. Probes, digs beneath the surface, tests the validity of information. 3. Creates order out of large quantities of information. 4. Keen observer of people, events, things. 5. Defines problems effectively; gets to the heart of a problem. 6. Spots problems, opportunities, threats, trends early. 7. Logical, data-based, rational. Communicating information, ideas IMPORTANCE: Self: Others: 3 Boss: 1 8. Adept at disseminating information to others. 9. Crisp, clear, articulate. 10.Good public speaker; skilled at performing, being 11. Makes his or her point effectively to a resistant audience. SYMBOL KEY communicator on paper; good writing skills. = Strength = Development Needed = Boss’s Response = Number of Additional Responses or ( )

13. Benchmarks® Benchmarks® Measures: Meeting Job Challenges• Resourcefulness • Doing Whatever It Takes • Being a Quick Study • Decisiveness • Leading People• Leading Employees • Confronting Problem Employees • Participative Management • Change Management • Respecting Self and Others• Building and Mending Relationships • Compassion and Sensitivity • Straightforwardness and Composure • Balance Between Personal Life and Work • Self-awareness• Putting People at Ease • Differences Matter • Career Management • Problems That Can Stall a Career • Problems with Interpersonal Relationships • Difficulty Building and Leading a Team • Difficulty Changing or Adapting • Failure to Meet Business Objectives• Too Narrow Functional Orientation

14. METRICS: THREE KEY NUMBERS The Scale 1-5 PMs and Engineers 3.0 Their Raters 4.3

15. WHY SUCH LOW SELF-RATINGS?

16. WHY SUCH LOW SELF-RATINGS?

17. WHY SUCH LOW SELF-RATINGS?

18. What We Really Do At Work Events Behavior

19. What We Really Do At Work Trends/Pattern Behavior

20. What We Really Do At Work Structural Behavior

21. LEADERS VERSUS MANAGERS hum

22. FEEDBACK “ALL FEEDBACK IS GOOD!!”

23. FEEDBACK PROCESS Situation Behavior Impact

24. BOOKS

25. WEB

26. TED

27. The Power of a Good Question

28. Creating Your Own Personal Vision WHAT’S YOUR VISION FOR YOU?

29. Creativity According To Twyla Tharp “In order to be creative you have to know how to prepare to be creative”

30. LET’S WRITE!

31. Your Buttermilk Paradigm

32. Systems Thinking

33. Systems Thinking

34. Systems Thinking Archetype QUICK FIX PROBLEM SYMPTOM UNINTENDED CONSEQUENCES FUNDAMENTAL CHOICE(S)

35. FROM BUTTERMILK TO MARSHMALLOWS

36. The Leader’s New Work • Personal Mastery – Self-Awareness • Creating Alignment – Shared Vision • Managing Mental Models • Team Learning – Skilled Conversations • Systems Thinking – Thinking in “Wholes” • Creative and Innovative Leadership

37. WHAT WE TALKED ABOUT TODAY • Differentiating “Hard” Skills from “Soft” Skills • Management Versus Leadership • Lessons from Leadership Research • Touchstones! • Knowing: 360s: Skillscope and Benchmarks • Metrics and “Low” Scores • Knowing: Books, Web and TED • SBI Model of Feedback • What we really do at work • SBI Model of Feedback • The Power of Questions • Creating a Vision for Your Future • Creativity and Innovation • Leading Change • What the Heck is a “Left-Hand Column”? • From Buttermilk to Marshmallows • The Leader’s New Work • Questions, Answers and Next Steps

38. Your Learnings from Today WHAT DID YOU LEARN TODAY?