Bringing Your “A” Game: Authentic Leadership in Project Management

1. Bringing Your “A” Game:Authentic Leadership in Project Management Michael R. Van Dyke, PMP SERENGETI ENTERPRISES, Inc. (703) 850-1951 * (540) 554-4533 info@SerengetiEnterprises.net

2. Serengeti Enterprises, Inc. • Training • Customized in-house • Northern Virginia Community College (NOVA) • Teambuilding Activities • Meetings, events, brainstorming • Coaching for teams and individuals

3. Authenticity • Being who we are • Recognizing who we are • Acknowledging we are all different • Looking at the context from which we came • Leveraging our strengths within a group

4. 3 Factors within 3 Cultures • Factors • Brain style • Gender • Communication preferences • Developed within cultural contexts • Country of Origin • Generation • Work experience (Business culture)

5. Brain Style • Genetic, Hardwired Window on the World • Personality as measured by: • Myers-Briggs • DiSC • Colors System

6. Gender and Leadership • Traditional view • Management Theory development • Men lead the “right” way • Feminist view • Focus on what women do “better” • Androgynous • Towards Gender Intelligence • Leverage strengths

7. Men and Women are Different • Brain scans world-wide reveal subtle differences • Structure • Blood Flow/Electrical activity • Chemical make-up • Genetically predisposed to certain tasks • Equivalent to being right or left-handed

8. Males Tend to: • Focus on hierarchy and systems • Relate through ritualized action • Downplay emotion • Promote individual risk taking • Sacrifice individual thinking and feeling in deference to authority • Develop self-worth through challenge

9. Females Tend to: • Emphasize complex, multitasking activities • Bond through extended conversation • Use emotion and relationship building • Promote team consensus • Develop self-worth through encouragement

10. Leverage • Use strengths like other SME skill sets • Examples: • Mixed gender negotiation teams • Male PM chose female advisor • Female PM selected male mentor • Know other gender skills • Recognize own gender limits

11. Communication Styles • Behavior Preference • Active – Reserved • Direct – Diplomatic • Facts – Emotion/Relationship • Bullet Points – Details • Linked to Brain style

12. Cultural Contexts • Country of Origin • Generation • Work culture (organizational and team)

13. “Country” is too Broad • Region • Rural – suburban – urban • Ethnicity • Hofstede’s Cultural Dimensions • Power distance • Individualism • Masculinity • Uncertainty Avoidance • Long-term Orientation

14. Hofstede Graph Examples China Finland USA Venezuela from geert-hofstede.com

15. Generational Culture • Silent • born before 1945 (64 years old+) • Baby Boomers • born 1945-1960 (39-64 years old) • Gen X • born 1961-1981 (28-38 years old) • Gen Y • born after 1982 (16-27 years old)

16. Generational Characteristics • Silent • disciplined, self-sacrificing, loyal • Baby Boomers • optimistic, competitive, personal accomplishment, hard-working • Gen X • independent, adaptable, desire immediate & ongoing feedback, multicultural • Gen Y • self-confident, group-oriented, good with technology, multi-taskers, work-life balance

17. Organizational Culture • Set by nominal leader or industry • Example: military versus civilian • or overlap • Obvious differences • Commercial • Government • Non-profit • Work experience brought by team members

18. So What? • Spend time reflecting on who you are • Note advantages, drawbacks, assumptions • Observe project team members • Commonalities, differences, friction • Brainstorm, Plan, & Communicate • Strategies for effective teamwork with you as the leader

19. Contact Information Michael R. Van Dyke SERENGETI ENTERPRISES, Inc. (703) 850-1951 * (540) 554-4533 info@SerengetiEnterprises.net www.SerengetiEnterprises.net Leadership and Team Tips blog: http://teambuilderybu.wordpress.com