1. PMI FORUM Project management gender styles or who makes a better PM, girls or boys? Marija Bajica, PMP President PMI Croatia

2. MANAGER VERSUS PROJECT MANAGER
a person responsible for controlling or administering an organization or group of staff
a person responsible for doing business through other people, or with them, to achieve organizational goals in a dynamic environment, with the efficient use of limited resources

3. MANAGER VERSUS PROJECT MANAGER
A temporary endeavor undertaken to create a unique product, service, or result.
Management Skills
The ability to plan, organize, direct, and control individuals or groups of people to achieve specific goals.
PROJECT MANAGER (PM)
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

4. WHAT MAKES PMs SUCESSFUL
Command authority naturally
Possess domain expertise in project management as applied to a particular field
Set, observe, and re-evaluate project priorities frequently
Ask good questions and listen to stakeholders
Do not use information as a weapon or a means of control
Know what to note and what to ignore and prioritize
Exercise independent and fair consensus-building skills when conflict arises
Cultivate and rely on extensive informal networks inside and outside the firm to solve problems that arise

5. WHAT SUCESSFUL PMs DO Command authority naturally
Possess domain expertise in project management as applied to a particular field
Set, observe, and re-evaluate project priorities frequently
Ask good questions and listen to stakeholders
Do not use information as a weapon or a means of control
Know what to note and what to ignore and prioritize
Exercise independent and fair consensus-building skills when conflict arises
Cultivate and rely on extensive informal networks inside and outside the firm to solve problems that arise

6. CHARACTERISTICS OF SUCESSFUL PMs
Leadership
Competence
Problem solving
Communication
Organisation, Collaboration, Task delegation
Team development
Integrity
Empathy

7. GENDER LEADERSHIP STYLES
TASK ORIENTED
PREFER FLAT ORGANISATIONAL STRUCTURE
PROMOTE COOPERATION AND COLLABORATION
PREFER INDIRECT COMMUNICATION
PREFER MENTORING AND TRAINING OTHERS
TRANSACTIONAL /STICK-CARROT) ORIENTED
PREFER HYERARCHICAL ORGANISATIONAL STRUCTURE
FOCUS ON PERFORMANCE
PREFER DIRECT COMMUNICATION
LIKE TO CREATE COMPETITION

8. GENDER LEADERSHIP STYLES - outline
Each gender tendency has its own advantages and disadvantages
Adapting a personal leadership style that incorporates nuances of both tendencies would be ideal
While this may be easier said than done, it is something managers should strive toward

9. GENDER COMMUNICATION STYLES
ABILITY TO READ BODY LANGUAGE AND PICK UP NONVERBAL CUES
GOOD LISTENING SKILLS
EFFECTIVE DISPLAY OF EMPATHY
OVERLY EMOTIONAL
MEANDERING – WON’T GET TO THE POINT
NOT AUTHORITATIVE
COMMANDING PHYSICAL PRESENCE
DIRECT AND TO-THE-POINT INTERACTIONS
EFFECTIVE DISPLAY OF POWER
- OVERLY BLUNT AND DIRECT
INSENSITIVE TO AUDIENCE REACTIONS
TOO CONFIDENT IN OWN OPINION

10. GENDER COMMUNICATION STYLES - outline
There is no “best” communication style for all work related interactions
Typically women have the edge in collaborative environments where listening skills, inclusive body language and empathy are more highly valued
Men are thought to “take charge” more readily and viewed as more effective in environments where decisiveness is critical

11. FOOD FOR THOUGHT (1) "You want to delegate outcomes, not tasks.
You must have the ability to let go.”
Women can do that better than men because their self-esteem is multifaceted.
Men's self-esteem is based on what they do, it's uni-dimensional.
Kenneth N. Siegel, PhD, ABPP, President of the Impact Group, Inc., a Los Angeles-based group of psychologists who consult to management

12. FOOD FOR THOUGHT (2)
Study of managerial behavior (360-degree assessments for > 6,000 managers
Previous studies showed that women excelled in interpersonal skills (right brain), not in intellectual skills (left brain). Our study demonstrates that women are considered better performers in both right- and left-brain skill areas.
Women received higher evaluations than men in 28 of the 31 individual behaviors, representing 90% of items.
The most problematic factor for women is Managing Self The worst rated of the 31 behaviors is coping with one's own frustrations
Michael R. Perrault, Janet K. Irwin , Advanced Teamware/Consulting Tools, 1996

13. THE MIRACLE OF COMMUNICATION
THANK YOU! Marija Bajica, PMP President PMI Croatia