1. MPO699 MANAGING PEOPLE IN ORGANIZATION
TOPIC 02 – UNDERSTANDING & MANAGING OURSELVES

2. Learning Objectives
Understand crucial role of self management in career success
Identify techniques for managing yourself in the workplace
Describe methods to develop your emotional intelligence
Identify your personal motivation triggers
Identify your “natural” leadership skills
Understand the impact of your values on behaviors and conducts

3. Context setting Methodology is not enough
Need to know ‘how’ to do the job
Increase in importance of skills in internationally recognised approaches to project and programme management:
PMI
IPMA
New skills series from TSO aimed at project and programme managers
General dissatisfaction by employers with level of interpersonal skills displayed by staff*
My belief that the speed at which an organisation is able to learn (which is driven by the speed and ability of its staff to learn and innovate) is a key driver for economic advantage – whether that is revenue generation in the private sector or cost saving in the public sector.
General recognition by business that technical understanding is not enough for competitive advantage – quote from the EU:
Management competencies and social skills represent a pivotal cornerstone for future development of the EU, as economic performance correlates with the management quality, and in fast growing an dynamic industries project organisation is commonly used and is a critical success factor
Project management has moved beyond being a narrow technical speciality. It is now part of the strategic platform for conducting business – it has become an embedded part of the culture – this is the way we deliver new systems, procedures, processes, products, routes to market etc
There is a contrast between the conventional project management thinking (and therefore, the conventional skill set of a project manager) which was based on systems thinking – emphasis on estimating, critical path analysis, complex approaches to risk management, earned value analysis etc and the new approach based on knowledge leadership, action learning, system dynamics – more suited perhaps to complex projects, but more I think a reaction to the spread of projects into a wider business area – no longer the provenance of IT and construction, but now every area of business including marketing, design, sales, finance etc
DRAW FLIPCHART OF RESULTS OF CIPD STUDY 2008:
66% of new employees deficient in communication/interpersonal skills – highest ranking than any other factor, next highest was 54% for management/leadership skills
90% of employers feel they must develop management or leadership skills and 71% said communication or interpersonal skills

4. Completing the picture
Understanding of
methodologies
Technical PM
skills
Interpersonal
skills
Specialist
knowledge
Must understand structure to give context to their knowledge
Technical skills include risk management, planning etc – in fact, the project manager used to be armed with a ‘technical toolbox’ of skills that they could employ to their ‘specialist’ area of work. Worth considering that the syllabus for the APMP contains a great deal of this, and of course P2 does not mention soft skills, but it does provide technical techniques
Specialist knowledge relating to the type of project that you are working on will always be a moot point – in some cases, a professional project manager can effectively manage any type of project, and they can pick up their specialist knowledge on the job – in my experience, this is true of ‘knowledge economy’ projects but is less tolerated in certain industries e.g. pharmaceuticals (new drug launches) and the construction industry and the City where there is firmly held view that knowledge of specific financial vehicles are essential before working on projects about them
Interpersonal skills – seem to be growing in relation to the demand for realising benefits from projects – it is not enough to technically deliver a project on time and on budget and to the required quality – the buy in and support, the momentum and excitement that the project generates, the goodwill and interest that it generates within the operational environment long before it goes live are all essential

5. Soft skills or interpersonal skills?
Soft skills: the cluster of personality traits, social graces, ability with language, personal habits, friendliness, and optimism that mark people to varying degrees.
Interpersonal skills: all the behaviors and feelings that exist within all of us that influence our interactions with others.
Definition of skills – put up on flipchart
capacity to do something well; technique, ability. Skills are usually acquired or learned, as opposed to abilities, which are often thought of as innate.

6. Importance of interpersonal skills
Verbal reasoning 7%
Interpersonal skills:
Tone
Pacing
Body language
Sensing
Intuition
93%

7. Skill groupings Assertiveness/Empathy Leadership: Communication:
Persuading
Influencing
Listening
Leadership:
Problem solving
Decision making
Negotiating
Conflict management
Team management:
Delegating
Motivating
Is leadership an interpersonal skill or is it a product of having highly developed interpersonal skills?
Running almost as an assumption behind all of these is assertiveness skills – is that an entry point to these skills based courses – can you develop strong interpersonal skills if you do not have assertiveness skills?

8. Challenges of this subject
Managers think it is ‘touchy feely’ and do not see it as their place to train their staff in how to be a ‘better person’
Managers do not connect strong interpersonal skills with the bottom line of successful project delivery
The subject is so broad that it is difficult to be specific about what is required and how to get there
No obvious start or end point so it is difficult to know where to begin and how to estimate the amount of training and investment required
It is not policy to invest in temporary staff
These are just some of the comments or feedback I have had when dealing with this subject – I hope today to show that these skills are important to the successful delivery of projects and programmes – and it is only by linking the application of the skills to project success that we will get the required buy in from senior management.

9. Skills derived from… Spiritual Intelligence Emotional Intelligence
If anyone thinks this reminds them of Maslows hierarchy of needs – then I would agree – it made me think the same thing
At the beginning of the twentieth century, as psychologists discovered ways and means to measure intelligence, Aristotle’s definition of a man as ‘a rational animal’ developed into an obsession with IQ. In the mid-1990s, Daniel Goleman popularized research into emotional intelligence, EQ, pointing out that EQ is a basic requirement for the appropriate use of IQ. As we near the end of the twentieth century, there is enough collective evidence from psychology, neurology, anthropology and cognitive science to show us that there is a third ‘Q’, ‘SQ’, or Spiritual Intelligence.
Unlike IQ, which computers have, and EQ, which exists in higher mammals, SQ is uniquely human and, the authors argue, the most fundamental of the three. It is linked to humanity’s need for meaning, an issue very much at the forefront of people’s minds as the century draws to a close.
SQ is what we use to develop our longing and capacity for meaning, vision and value. It allows us to dream and to strive. It underlies the things we believe in and the role our beliefs and values play in the actions that we take and the shape we give to our lives. So it is about WHY we do things and some people have linked it to work/life balance and ensuring that what we do at work is in line with our ethical and moral stance that we take on life overall – maybe there is a connection between this and how a number of staff have felt about failures in organisations that they have worked in such as Enron and WorldCom?
"Uncertainty can inspire us because it creates conditions in which we must make a choice. It gives us our freedom and sets the conditions for our responsibility." Our SQ serves as an inner compass.
Cognitive Intelligence

10. Cognitive intelligence
Intelligence quotient – measures the ability to solve logical or strategic problems
Analytic intelligence needs to be enhanced by:
Practical intelligence which is the capability to solve problems
Creative intelligence which is the capability to find new approaches
Cognitive very aligned with methodologies

11. Emotional intelligence
Emotional quotient – the ability to access ones own and others personal feelings as crucial. It is formed of:
Self awareness
Emotional resilience
Motivation
Interpersonal sensitivity
Influence
Intuitiveness
Conscientiousness
EQ has been identified as a requirement for the effective use of IQ.
This list of 7 factors has been defined by Professor Victor Dulewicz and Professor Malcolm Higgs
To get the delegates to really understand what I am talking about, get them to map themselves on a quick evaluation scale?

12. Spiritual intelligence
Spiritual intelligence is described as "the intelligence with which we address and solve problems of meaning and value
The intelligence with which we can place our actions and our lives in a wider, richer, meaning-giving context, the intelligence with which we can assess that one course of action or one life-path is more meaningful than another."
(SQ), the ultimate intelligence that serves as a necessary foundation for the effective functioning of both IQ and EQ.

13. Source of skill set
So this diagram explains the links between talking about emotional intelligence and then introducing emotional competencies.
Its important to address emotional competencies because there is a strong link between what is listed by Goleman and what has been defined as soft skills – so go back to their list of post it notes and make the connection for them.
Of course not everyone agrees with the 3 intelligences – so hand out Gardners 9 types of intelligence – but make the link that what he is saying about
Interpersonal Intelligence (People Smart”)
Interpersonal intelligence is the ability to understand and interact effectively with others. It involves effective verbal and nonverbal communication, the ability to note distinctions among others, sensitivity to the moods and temperaments of others, and the ability to entertain multiple perspectives. Teachers, social workers, actors, and politicians all exhibit interpersonal intelligence. Young adults with this kind of intelligence are leaders among their peers, are good at communicating, and seem to understand others’ feelings and motives.
AND
Intra-personal Intelligence (Self Smart”)
Intra-personal intelligence is the capacity to understand oneself and one’s thoughts and feelings, and to use such knowledge in planning and directioning one’s life. Intra-personal intelligence involves not only an appreciation of the self, but also of the human condition. It is evident in psychologist, spiritual leaders, and philosophers. These young adults may be shy. They are very aware of their own feelings and are self-motivated.
MAPS WELL TO EMOTIONAL INTELLIGENCE

14. Emotional competencies
Self-awareness
Emotional awareness, Accurate self-assessment, Self-confidence
Self-management
Self-control, Trustworthiness, Conscientiousness, Adaptability, Achievement Orientation Initiative
Social awareness
Empathy, Organisational awareness, Service orientation
Social skills
Developing others, inspiring and guiding, Influence, Communication, initiating or managing change
Negotiating and resolving disagreements, Building bonds, Teamwork and collaboration
Self awareness – this is all about understanding your impact on others. This means that you take a serious look at your behaviour, your moods, the way you speak to people, the comments that you make about people, the way in which you handle your workload and particularly your stress level. I would use the word ‘unflinching’ when talking about carrying out a self assessment, because you have to be honest with yourself, and you know when your impact on someone is not helpful. I like to tell a story about myself at this point. I have an office that can only be reached by walking through our sales and administration teams. In my job as CEO, I have the ability to impact quite strongly on my staff. I did not realise until a colleague pointed it out to me, that when I have had a bad day, maybe a client has been a bit difficult, or a project is struggling – getting bogged down in the detail and not moving as I would hope, I reflect this emotion in my face, and walking through the office making disparaging remarks about what is going wrong for me really brings down the morale and atmosphere. Even if everyone else is having a great day, and having a real laugh, me arriving on the scene in a bad mood has a negative effect. He says the same is true the other way around, in that when things are going great and I am fizzing with excitement I want to tell everyone about it as I walk through to my office, which is equally distracting.
It’s not always easy and its certainly not necessary to be the only source of assessment for how you impact on others. Instead it is just as valid to use the views as others as a starting point for this assessment – but be prepared to take their comments on the chin. If they point out something negative, you cannot criticise them for that, as you sought the feedback.
To be honest, I have to be feeling pretty self confident to undertake these kinds of assessments, but I do find myself doing it at various points during the week, after particular incidents, as I know how important it is.
Self management – this is all about demonstrating self control and using your understanding of how you behave to control your emotions. This is not to say that you should become a robot, but we do need to make sure that our emotional responses are restrained if we have a habit of going from extreme to extreme – lots of jokes, laughter, really excited, very chatty etc to crying, shouting at people, even physical violence. So self management is self control – making sure our emotional response is relevant and proportional to the situation. I think this even takes us into the area of professionalism – appropriate office behaviour. For example, I used to have a colleague who was very shouty, very loud when he was out in a fun situation – life and soul of the party. However, his leadership credibility was low, because he was unable to reign in this type of behaviour in a conservative, task driven culture. I find that introverts find self management just as difficult as extraverts because they have to work hard at the opposite end of the scale – they naturally like to hold things in, but in some cases, for example, when motivating staff, it is necessary to show enthusiasm, excitement, high levels of interest. I work with an introvert, we are most definitely at polar opposites (luckily we really like each other and part of that is valuing what each can bring to the party). But I know that in certain situations when I have to sit on my hands to reign my bubbling enthusiasm in, he finds it just as difficult to get the words out and make a contribution – he would rather do the quiet strategic thinking.
Social awareness – in this case, the society I am referring to is the organisation that we work for. We need to be very aware of the direction that our organisation is taking, and where we fit into that direction. Do we have power to influence the direction? Are we part of the team that is spearheading this direction (we usually are in projects) or do we feel that we are a passenger whilst someone else is in the driving seat? What types of relationships and power bases exist? Who is in the ascendant and who is in the descendant?
Social skills – this is not about how good a guest you are at a dinner party. This is all about your ability to use your communication and social skills to build relationships, develop rapport with those you are working with. Effective leaders recognise that they do not have to like everyone that they work with, they realise that it is important first and foremost to have effective relationships that get the job done.
Source: Goleman (1998)

15. Emotional rollercoaster
+ve
emotion
Providing
a solution
Building
the team
Coaching for
performance
Problem
solving
& making
progress
New
project
Handover &
implementation
Realisation
of hard work
Negotiating
deadlines
Conflict
management
-ve
emotion

16. Introduction to Myers-Briggs Personality Type Indicator (MBTI)
Swiss psychiatrist Carl Jung developed a theory early in the 20th century to describe basic individual preferences and explain similarities and differences between people
Main postulate of the theory is that people have inborn behavioral tendencies and preferences
Your natural response in daily situations
Used when we are generally not stressed and feel competent, and energetic
Could be defined as those behaviors you often don’t notice

17. Innate Preferences
Exercise:
Write your name
Fold your hands

18. Development of the MBTI Instrument
Jung’s theory important but inaccessible to the general population
Isabel Myers and Katherine Briggs (mother-daughter team) expanded on Jung’s work by developing an instrument to help people identify their preferences
The MBTI tool is an indicator of personality type (i.e. innate preferences) that has proven to be remarkably reliable and valid
Represents the result of over 50 years of research
Is used globally in both education and corporate settings; over 2 million people each year

19. Value of the MBTI
Distinctions from other psychological or career based tools
Does not assess psychological health
Does not “tell” the client what to do or be
Involves client feedback and “agreement” to Type
Involves no scaling or value
Inherent strengths and weaknesses associated with each type profile

20. Structure of the MBTI
The MBTI instrument uses four dichotomies to identify preferences, which are then combined into one Type
A dichotomy divides items into 2 groups where there is no continuum or value implied

21. Four MBTI Dichotomies
Extraversion – Introversion
E - I Dichotomy
Where do you prefer to focus your attention – and get your energy?
Sensing – Intuition
S - N Dichotomy
How do you prefer to take in information?
Thinking – Feeling
T - F Dichotomy
How do you make decisions?
Judging – Perceiving
J - P Dichotomy
How do you deal with the outer world?

22. Caution: MBTI Word Usage
Words used to describe preferences in psychology do not mean the same thing as they do in everyday life
Extravert does not mean talkative or loud
Introvert does not mean shy or inhibited
Feeling does mean emotional
Judging does not mean judgmental
Perceiving does not mean perceptive
Etc.

23. E – I Dichotomy: Source of Energy
Most people who prefer Extraversion
Prefer action over reflection
May act quickly w/out thinking
Are attuned to external environments
Prefer to communicate by talking
Learn best through doing or discussing
Are sociable and expressive
Enjoy working in groups
Most people who prefer Introversion
Prefer reflection over action
May not take action at all
Are attuned to inner world
Prefer to communicate in writing
Learn best through thorough mental practice and reflection
Are private and contained
Enjoy working alone or in pairs
Which is worse: no interruptions or frequent interruptions?

24. What is your E – I preference?
Exercise
When you are going to a large party, what do you do?
What do you consider a large party or group?

25. S – N Dichotomy: Take in Information
Most people who prefer Sensing
Emphasize the pragmatic
Prefer facts & details/ specific information
Are oriented to present realities
Value realism
Observe and remember specifics through 5 senses
Build carefully and thoroughly to conclusions
Trust experience
Most people who prefer Intuition
Emphasize the theoretical
Prefer general concepts/ high-level plans
Are oriented to future possibilities
Value imagination
See trends and patterns in specific data
Use a “sixth” sense
Move quickly to conclusions, follow hunches
Trust inspiration
Which is worse – no sense of the present reality or no sense of the future possibilities?

26. What is your S-N preference?
Exercise
How did you decide whom to support?

27. T – F Dichotomy: Decision Making
Most people who prefer Thinking
Are analytical
Use cause-and-effect reasoning
Solve problems with logic
Strive for objective standard of truth
Described as reasonable
Search for flaws in an argument
Fair – want everyone treated equally
Most people who prefer Feeling
Empathetic
Guided by personal values
Assess impact of decisions on people
Strive for harmony and positive interactions
Described as compassionate
Search for point of agreement in an argument
Fair – want everyone treated as an individual
Which is worse: working in an environment that lacks logic or an environment that lacks harmony?

28. What is your T-F Preference?
Exercise
Little League Coach for the championship game and you can only take 11 of 13 players to the game
What do you do? How do you choose?

29. J – P Dichotomy: Lifestyle
Most people who prefer Judging
Are scheduled/organized
Strive to finish one project before starting another
Like to have things decided
May decide things too quickly
Try to avoid last-minute stresses; finish tasks well before deadline
Try to limit surprises
See routines as effective
Most people who prefer Perceiving
Are spontaneous/flexible
Start many projects but may have trouble finishing them
Like things loose and open to change
May decide things too slowly
Feel energized by last-minute pressures; finish tasks at the deadline
Enjoy surprises
See routines as limiting
Which is worse: “winging it” or adhering to a schedule?

30. What is your J-P Preference?
Exercise
Sending you on a vacation
$5,000
What do you do? How do you go about it?

31. What IS your Type?
Today’s discussion gives you a self-estimate or assessment of your type
Your MBTI results will report the preferences you choose on the Indicator
Final type assessment requires agreement between self assessment and MBTI responses

32. Composite Type One letter from each dichotomy
Sum equals more than the parts
It represents the dynamic interactions among the preferences in your type
No hierarchy among the types; each identifies normal and valuable personalities

33. Why should we care?
Individual Benefits: Gain insights into personality
Reduce your defensiveness when involved in a disagreement
Increase your openness to feedback (clues) from what is going on around you
Improve your ability to see others more accurately
Enhance your ability to appreciate differences in yourself and in others
Improve your ability to choose realistic goals

34. Why should we care? Staff Benefits: Appreciate others Example
Make constructive use of individual approaches
Allow for creative problem-solving; Different types approach problems in different, yet valid ways
Understand and adapt to leadership’s management style
Respect people’s work preferences
Improve communication among supervisors, peers, employees, customers
Example
Approach to staff meetings that accommodate both introverts and extroverts

35. Communication Breakdown
Ideal Leader is…
Extravert: action-oriented
Introvert: contemplative
Sensing: pragmatic
Intuitive: visionary
Thinking: logical
Feeling: compassionate
Judging: planful
Perceiving: adaptable
Source: From Teambuilding Program (2nd Edition), E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003,
CPP, Inc.

36. Understanding Type in “uncomfortable” situations
Potential Pitfalls
Characteristics when under stress or “uncomfortable” (out of Type)
Examples
Overcrowded schedule may force you to exhibit more judging traits than you may prefer
Team projects may force you to work as an extravert; brainstorming, talking through problems vs. thinking them through on your own
Concrete information may be more valued more than “gut-feeling” approach
Staff meeting may focus on everyone’s involvement first, when you would prefer to address the task first.

37. To Take to the Office with You
With similar types on a team:
The team will understand each other easily and quickly
Will reach decisions quickly, but will be more likely to make errors due to not taking in all viewpoints
May fail to appreciate gifts of the “outlying” types
With a variety of types on a team:
Longer to establish communication between the members of the team
Less likely to overlook possibilities and details
Longer to reach consensus
Source: From Teambuilding Program (2nd Edition), E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003,
CPP, Inc.

38. Occupational Trends by Type
ISTJ
Management
Administration
Law enforcement
Accounting
ISFJ
Education
Health care
Religious settings
INFJ
Religion
Counseling
Teaching
Arts
INTJ
Scientific or technical fields
Computers
Law
ISTP
Skilled trades
Technical fields
Agriculture
Law Enforcement
Military
ISFP
Business
INFP
Writing
INTP
ESTP
Marketing
Applied technology
ESFP
Coaching
Childcare worker
ENFP
ENTP
Science
Technology
ESTJ
ESFJ
ENFJ
ENTJ
Leadership
Source: From Introduction to Type and Careers, A.L. Hammer, 1993,
Consulting Psychologists Press

39. Determining Your Type
MBTI Response Sheet
NOT necessarily your “true type”
If several unanswered questions, be aware the results may not be as accurate
Preference Clarity
Not how well-developed you are!
How consistently you reported a preference
How accurate the results are
You must verify results by reading and accepting the profile

40. Influences on Self-Reporting
Stress or boredom
Personal, work, other
Currently at a cross-roads
Literally unable to identify own preferences
Institutional, supervisory, family, “should’s”
Not a “shoes-off” environment
Conference meeting setting – Difficult to set aside business frame of mind
Personal misunderstanding of or “values laden” concept behind word pairs used

41. Influences on Self-Reporting
Societal values
May cause over-reporting of particular Types
Vary among cultures
In U.S., overall cultural values favor ESTJ Type 
Extraversion
Sensing
Thinking
Judging
Thereby, US societal values may cause over-reporting of the Type….
Also true for workplace values

42. Responding to MBTI Questions
Relaxed setting
Don’t “think” too much about any one question; your initial reaction is most useful
If you do not understand a word, you may skip the question
Both choices may be attractive to you; pick the BEST fit