Applying the PM Competency Development Framework - Part 3: Leading the Team -

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Applying the PM Competency Development Framework
- Part 3 Leading the Team -

• PMI-MN Breakfast Meeting
• March 11, 2003
• Geof Lory
• GTD Consulting, LLC
• Get Things Done

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Topics for Today

• A Brief Review to Position Today
• Managerial - Teamwork and Leadership Competency
  Clusters
• The PMCD Framework on Assessing Teaming and
  Leadership
• Review the PMBOK on leading teams
• Teams and Leading Teams
• Values and Practices of Teams and Leaders
• An Exercise in Building Trust

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What is the Five Part Series?

• Five monthly breakfast meeting presentations on
  the PMI PM Competency Development Framework
• Viewed from five perspectives
• Planning the Project
• Managing the Project
• Leading the Team
• Communicating with the Customer
• Interfacing with the Organization

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Defining a Competency

• Per Scott Parry (Training, June 1998), it is a
  cluster of related knowledge, attitudes, skills
  and other personal characteristics that
• Affects a major part of ones job
• Correlates with performance on the job
• Can be measured against well accepted standards
• Can be improved via training and development
• Can be broken down into dimensions of competence

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Developing Competence Benjamin Bloom
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PM Competency Dimensions

• Project Management Knowledge
• What I know and understand
• Assessment Knowledge tests (e.g., PMP Test)
• Project Management Performance
• What I can demonstrate
• Assessment Review of work products
• Personal Competency
• My core personality characteristics
• Assessment 360 surveys, peer and self reviews

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The Six Units of Personal Competency with Clusters

• Achievement and Action
• Achievement Orientation, Concern for Order,
  Quality and Accuracy
• Helping and Human Service
• Customer Service Orientation, Interpersonal
  Understanding
• Impact and Influence
• Impact and Influence, Organizational Awareness,
  Relationship Building

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Personal Competencies (cont.)

• Managerial
• Teamwork and Cooperation, Developing Others, Team
  Leadership, Directiveness Assertiveness and Use
  of Positional Power
• Cognitive
• Analytical Thinking, Conceptual Thinking
• Personal Effectiveness
• Self-control, Self Confidence, Flexibility,
  Organizational Commitment

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Competency Managerial Teamwork and Cooperation

• Competence Unit Managerial (B.4)
• Competency Cluster Teamwork and Cooperation
  (B.4.1)
• Element Builds Team Orientation Within the
  Project (B.4.1.1)
• Performance Criteria
• 1. Expresses positive expectations of others
  directly involved in the project. Speaks to team
  members in positive terms.
• 2. Shows respect for others intelligence by
  appealing to reason.
• 3. Genuinely values input and expertise of others
  on the team and is willing to learn from others
  (especially subordinates).

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Competency Managerial Teamwork and Cooperation

• Competence Unit Managerial (B.4)
• Competency Cluster Teamwork and Cooperation
  (B.4.1)
• Element Builds Team Orientation Within the
  Project (B.4.1.1)
• Performance Criteria
• 4. Publicly credits others who have performed
  well. Encourages and empowers others on the
  project team, making them feel strong and a true
  contributor to overall success.
• 5. Does not hide or attempt to avoid conflict,
  but rather resolves it by bringing conflict
  within the immediate team into the open and then
  encouraging or facilitating a beneficial
  resolution of the conflict.

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Why Work in Teams?

• Necessary knowledge is distributed
• 1970 typical worker had gt80
• 2000 typical worker has lt20
• Embraces the diversity needed for complex
  solutions
• Distributes the work across many
• Empowers team members
• Builds the collective consciousness

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Why dont Teams Work?

• Organizations recognize individuals
• History of compartmentalizing work
• Requires different set of attitudes
• Requires different communication skills
• Lack of shared values
• Teams are not cultivated
• Leadership is not cultivated

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Competency Managerial Team Leadership

• Competence Unit Managerial (B.4)
• Competency Cluster Team Leadership (B.4.3)
• Element Leads the Project Team (B.4.3.2)
• Performance Criteria
• 1. Leads directly those project team members with
  a direct reporting relationship to the project
  manager.
• 2. Invests extra time and effort over an extended
  period of time to lead the project team.

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Function of Leadership in Teams

• PMBOK (section 2.4)
• Establish direction for the team
• Aligning the team
• Motivating and inspiring the team
• Improve Productivity
• Process with a Purpose
• Structure and Clarity
• Team Leadership

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Process with a Purpose

• Known and supported processes
• Interest in repetition/practice
• Belief in the safety of the process
• Safe supportive team environment
• Defined and effective communication
• Ability to challenge the processes
• Immediate and specific feedback
• Defined and understood decision making

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Structure and Clarity

• Structure to capture share information
• Common alignment Shared vision
• Clearly defined roles and responsibilities
• Creates framework for a safe environment
• Commonality and certainty for process
• Makes effective process a priority
• Clarifies mutual expectations
• Clarity and certainty improve motivation

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Team Leadership

• Team buy-in to project goals
• Be clear about your intent
• Forward/solution focused
• Goals priorities gt Ego
• Have an accepting and open mind
• Stay unattached to your ideas
• Accept help from others
• Help others achieve their greatness
• Accept the challenge of leadership

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Managerial Teamwork and Leading

• Assessment Approach
• Personal Competencies Assess behavior
• How they behave when performing the project or
  activity
• Behavior is an external expression of an internal
  intent
• Gets to Who you are not What you do

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Managerial Teamwork and Leading

• Assessment Techniques
• Personal Coaches Mentors
• Team Coaches
• Peer reviews
• 360 reviews
• Self-reviews
• Reflective leadership

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The ChallengeMoving to Mastery

• Passion over Skill
• Ruthless Consciousness
• Personal Alignment to Goals
• Commitment Strength of Intent
• Relentless Desire to Learn
• Integration and Adaptation
• Reflective behavior self-coaching

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Freedom-Based Leadership
The leader doesn't need to know all the
answers... ...the leader only needs to know the
questions which are effective in helping others
to discover the answers they already have.
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Freedom of Choice
The questions we ask of ourselves and others are
very much like switches to creativity We have
the ability to throw the switch into either the
"on" or the "off" position.
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Effective Questioning
Questions which can be answered without the
possibility of making a mistake throw our
switches into the "on" position and allow us to
apply our intuition. Questions in this form are
called... ...Effective Questions.
Source - Enlightened Leadership by Ed Oakley and
Doug Krug
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Embrace Team Creativity
Your intuitive mind will be dormant until engaged
by Effective Questions. Effective questions are
any positive questions which allow you to openly
explore your feelings, examine patterns, and
develop ideal solutions from the integration of
many parts. Effective Questions are right
brained questions.
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Why Implies Judgment
Ask what and how, not why if emotions are
involved. The why questions move us to the left
side of our brain and can cause us to limit our
response. Help me understand the reason
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The PerfectionGame

• Choose a task that you believe to be simple and
  are willing to perform throughout the game
• Each other person responds to the performance
  with
• I rate your performance n. (scale 1-10)
• What I liked about it was.
• What it would take to get a 10 from me is .
• Repeat 2 more times
• Adopted from Software for your Head
• Jim Michele McCarthy - 2001

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Summary

• The PMI Project Manager Capability Development
  (PMCD) Framework is a useful tool for individuals
  and organizations to assess and create teamwork
  and encourage leadership
• Teams are different than work groups
• Leadership promotes teamwork
• Use of effective questions opens possibilities
• Trust is the foundation for teams and leadership

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References for this Presentation

• Teamwork, Larson LaFasto
• Accountability, Lebow
• Effective Leadership, Krug Oakley
• The Wisdom of Teams, Katzenbach Smith
• Learning from the Links, Hurst
• Sources of Power, Gary Klein
• Software for your Head, McCarthy
• STQE Magazine, Vol. 5, Issue 1 Jan/Feb