1952 Module 1 Leadership Overview PDF

UN I VERS ITY OF TORONTO 1 UN I VERS ITY OF TORONTO  "If you are tuned out of your own emotions, you are as poor at reading them in other people." - Daniel Goleman  What is Emotional Intelligence? (1) Emotions drive our behavior...

UN I VERS ITY OF TORONTO 1 UN I VERS ITY OF TORONTO  "If you are tuned out of your own emotions, you are as poor at reading them in other people." - Daniel Goleman  What is Emotional Intelligence? (1) Emotions drive our behavior and impact others around us positively or negatively Emotional intelligence is our ability to recognize, understand, and manage our own emotions It is also our ability and capability to recognize, understand, and influence the emotions of others Mastering the above two elements - especially when we are "under pressure" - makes us transition from good to great leaders ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ We aren’t managing others’ emotions, we are recognizing Its something that we often need to practice – because we need to master our emotions and reactions to situations 4  What is Emotional Intelligence? {2} < lnfrapersonal Domain Yourself Sensing our own lntprperfonal Domain - - Perceiving Emotions - Others > Sensing others' emotional emotional state state Including others' Including our emotional __ Facil itating Thought __ emotional responses in response in decisions with Emotions decisions Understanding our own Understanding others' emotions and learning - Understanding Emotions - emotions and using that from them knowledge Managing our own Helping others to manage emotions to function - Managing Emotions - their emotional state to effectively function effectively - - it ~~,~~~s~~:T~~.~~~S1o~g 5 How do you manage the project and how it impacts your team members? What is our response once we recognize our emotion? Think about facts, take emotion out of it 5  Emotional Intelligence in Leadership Self Awareness Self Regulation Emotional Intelligence Social Skills ------ Self Motivation Empathy ! UNIVERS I TY OF TORONTO &l SC IIOOL ot CONTINUING STU DII~ Source. Daniel Goleman, an American psychologist who helped to populanze emotional intelligence  Self Awareness (1) Self awareness is the art of understanding yourself from an internal and external perspective; how we see ourselves and how we perceive others see us The ability to recognize what stimuli we are facing and then manage ourselves both in a proactive and reactive manner Leaders with a high degree of self-awareness know how they feel and know how their emotions and actions can affect the people around them They behave with humility and full awareness of their strengths and weakness ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ You need to be self-aware of your emotions when something is happening and after Think about how you process something – think about triggers – choose how you are going to react 7  Self Awareness (2) The Johari Window helps people better understand their relationship with themselves and others The objective is to make the Open Self as large as possible Known by others Open Self Blind Self Information about you Information about you that both you and that you don 't know but others know others do Tell (Disclosure/ Share) Hidden Self Unknown Self j Information about you that you know but Information about you that you and others Unknown others don 't know don 't know by Others Known Unknown Ask by Self by Self (Solicit feedback) ~ UNIVERS I TY OF TORONTO Source The Johan Window crease by Joseph Luft and Harrington Ingham ~ SC IIOOL ot CONT INUING STUD II~ Open self should be the most open window – to build trust and humility Get feedback to move from the blind self to the open self Decide when to be vulnerable in order to build trust - still need to have boundaries 8  Self Regulation Self regulation is all about staying in control in the most adverse or challenging situations Leaders who regulate themselves effectively refrain from verbally attacking others, making rushed or emotional decisions, stereotyping people, or compromising their values Know your values : - Have a clear idea of where you absolutely will not compromise Hold yourself accountable: - Admit your mistakes and face the consequences Practice being calm: - The next time you're in a challenging situation , be very aware of how you act ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ Your actions should align with your values What do you need to do to maintain your leadership – what should you do/not do? How would I want to be spoken to? Ask to speak at another time so you can self-regulate 9  Self Motivation (1) Self motivated leaders maintain extremely high standards and work consistently towards common goals It arises from within us - our interests, beliefs and other inherent (sometimes latent) needs Self motivation is linked to the desire to do something good because one finds it interesting, compelling, or desirable in and of itself - no one needs to tell us to do it - The researcher seeking new knowledge simply for the sake of it Improving your motivation: - Re-examine why you're doing your job and make sure that your goal statements are fresh and energizing - Know where you stand - determine how motivated you are to lead - Every time you face a challenge, or even a failure, try to find at least one good thing about the situation - look for that silver lining ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 10  Self Motivation (2) Identifying what motivates you is key to motivating others Passion What are you deeply Both organizations and you passionate about? as an individual must weigh all three crucial questions to determine current and future states a Hobby a Dream Most successful individuals steadfastly pursue the overlap between these three fundamental a Job questions and find Skills Marketability alignment on each of these What can you be What drives your best in the world at? three dimensions economic engine? Collins calls it the Hedgehog Concept ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 11  Empathy Empathy is the capacity to understand what another person is experiencing or feeling from within their frame of reference Affective Empathy refers to the sensations and feelings we get in response to others' emotions Cognitive Empathy (or Perspective Thinking) refers to our ability to identify and understand other peoples' emotions How can you improve your empathy? - Put yourself in someone else's position - Pay attention to body language - Respond to feelings ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 12 Affective – is that gut feeling Cognitive – knowing what others feel 12  Social Skills Emotional intelligent leaders are great listeners and communicators; they are just as open to hearing bad news as good news They are an expert at getting their team to support them and getting excited about a new mission or project through their passion and belief They are experts at leading change and resolving conflicts diplomatically They set examples with their own attitudes and behaviors They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 13 Say good morning, team building opps, and facilitate other positive opportunities 13  II[~ Course Case Study - Overview During the course we will be using the JKLM Case Study for class examples and the assignment JKLM Background - Management consulting company focusing on medical services - Strategy Objectives : Improve staff satisfaction in the next 2 years Be recognized as the industry leader in project delivery by every client Introduce two new products in the next 5 years that will represent 10% of JKLM revenues Improve the project delivery efficiency by 10% each year ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 14 These are SMART goals 14 II[~ Course Case Study- Overview (cont'd} JKLM is a consulting company that has two programs: @Work program - Move JKLM 's head office from downtown Toronto to near the airport - Used as the example in the course material Apollo - JKLM's client, Saturn , has hired JKLM to provide project 11c~ APoLw management services for a large product introduction in India - Used for Assignments 2, 3 and all Exercises Details on the case study can be found in: JKLM Case Study Overview documents Course content Assignment 1 documents ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 15  Course Case Study @Work Program The @Work Program consists of 6 projects:.mm; Descri tion LWl441Mhl,&i,L41 1 Office New office selection and leasehold improvement of the new space Zabella 2 Downtown Downtown office selection and leasehold improvement Yahir 3 Move Relocate staff to the new office Xander 4IT Laptop provision and software installation Watson 5 Training Staff training and support Valerie 6 Communication Stakeholder communication and change management Ugo Total Some of the key stakeholders are: t1ffitiffli614W Pro·ect Role Tara Marking Manager, has staff support Project 6 Communication Sergio Project Coordinator for Project 1 Office Rachel Project Manager, working on the business case for PMM 1O Program Quan VP with JKLM leading a group with few strategy projects and has staff in the Toronto office Pam @Work Sponsor, JKLM Vice President and head of your Department ~ UNIVERS I TY OF TORONTO ~ SC IIOOL ot CONT INUING STU DII~ 16 (®} IIJK @'work ~ Emotional Intelligence - Exercise LM I\A::itrh t h,:, c:::ih 1::itinn t n th,:, i:>mnt inn::il inti:>llini:>nri:> li:>::irli:>rc:::h in Pro·ect Situation l:i iffif#tilli& 1 Office: New office selection Zabella, the project manager, refrained from and leasehold improvement responding to her Project Sponsor when the Self-regulation of the new space Project Sponsor expressed to Zabella disappointment on how the project is being managed in front of the vendors and suppliers. 2 Downtown : Downtown Yahir, the project manager, has just learnt that the office selection and contract negotiation team is struggling. He took time Social Skills leasehold improvement to travel over to the team's office to listen their concerns. 3 Move: Relocate staff to the You have noticed that Xander, the project new office manager, has always made time to listen to JKLM Empathy staffs persona l concerns and has the ability to put himself in their shoes. 4 IT: Laptop Watson , the project manager, personally inspected provision and all workstations to ensure that there were no Self-motivation software installation defects and that the users will enjoy their first day back in the office, again. 5 Train ing: Staff Valerie , the project manager, shared with the training training and support lead that one of her passions is creating el earning Self-awareness components, but struggles to create fuller online courses. Q Emotional Intelligence - Questions ~ IC-3.1 IC-3.2 1. What is one of the components of emotional intelligence? a. Our ability to recognize , understand , and manage our own emotions b. Our ability to express our emotions and provide emotional support to others c. Our ability to recognize , understand , and manage the emotions of others d. Our ability to express our emotions and understand the emotions of others 2. What are the two types of empathy? a. Open Self and Blind Self b. Affective and Cognitive c. Interpersonal and lntrapersonal Answers available via ~ U N1 v d , m lrifsl.i;p,gl and External ~ SC IIOOL ot CONT INUING STUD II~ Interactive Content on Quercus 34 UN I VERS ITY OF TORONTO Our Environment Today (1) Empowering Corporations : Empowering : : People : I I I I 1784 1870 1969 Today I Scalable Efficiencies : Scalable Adoptability ___ "Doing Thing_s _Right" ____ :"Doing the Right Things". 20  Our Environment Today (2) Workplaces today are enriched Dimensions of Diversity by a highly diverse group of people Ethnicity As leaders we need to understand and adjust our Gender norms based on individual diversity as well as social Sexual Orientation inclusion at the workplace Being sensitive, understanding, Age and embracing all dimensions of diversity at the workplace is key Religion / Spirituality / Faith to being a successful leader Physical / Mental Ability ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 21 21 Leadership Past, Present, and Future In the past: - Leaders could count on a reasonably stable world , where change unfolded at a much slower pace - Leaders basically had to figure out what to do and then tell people what, when , where, and how to do it In the present: - The present exists for about a nanosecond with the future almost unimaginable - Leaders face greater expectations and more uncertainty than ever - Leaders have an enormous number of choices, less tolerance, more self- interest, and a dramatically different definition of customer satisfaction and loyalty In the future: - Leaders need to react quickly to events - Leaders have to anticipate change before it occurs ~ - Leaders have to change the way teams think about concepts that inform ~ ~.~~~ ~;rthe1r?w0Hdviews, plans, ethics, and life strategies 22 22  What is Leadership Today? Leadership is a process of social influence, which maximizes the efforts of others , towards the achievement of a goal - Kevin Kruise Key elements: Leadership stems from social influence, not authority or power Leadership requires others , and that implies leaders do not need "direct reports" No mention of personality traits , attributes , or even a title; there are many styles and many paths to effective leadership It includes a goal , not influence with no intended outcome Inclusions "maximizes the efforts", which means more engaged followers - UNIVERS I TY OF TORONTO Source l.M!af tsLeadershrp?, Kevin Kruise, Forbes, 2013 hllPS " WWYtfnrt:>es CQ'll{$ll"S/by1nkn1sftl2011/QAIQQlwhaHs-leade sh f>'*fi5a39eM5h9Q ~ SC IIOOL ot CONT INUING STUDII~ 23 23  Leadership in Proiect Management Leadership is "the ability to guide the project team while achieving project objectives and balancing project constraints" It involves focusing the efforts of a group of people on a common goal and enabling them to work as a team Leadership is composed of several complex elements, the three essential components being: - The person leading - The person being led - The environment (situation) Project team leaders are responsible for: - Vision, strategy, and communication - Influencing , mentoring, and monitoring team members - Identifying and securing the appropriate resources for the team - Evaluating the performance of the team ~ UNIVERS I TY OF TORONTO Source A G u lde to the Profect Man agem ent Body of Knowledge ( P_M BOK- G u lde) - Six th Ed1tJon, Pro,ect Management Institute. ~ sc1100L °' CONTINUING STUDII~ ~~Qe!0~ a;;i:r;ght and all nghts reserved Material from this pubhcat1on has been reproduced wrth the permission of PMI 40 Guide, lead, share the vision with your team 24  Elements of Effective Leadership --- Model Clarify Values by embracing shared ideas. 1 I- Set the Example by taking actions to shared values. the way :::: Inspire Envision the Future by imagining the possibilities. 2 Enlist Others shared aspirations. a shared vision Seize the Opportunity through initiative & innovative - Challenge 3 ways to improve. the process Take Risks by experimenting and generating small wins. Foster Collaboration by building trust & relationships. Enable 4 Strengthen Others by developing competencies & self- others to act determination. Encourage Recognize Contributions by showing appreciation 5 Celebrate the Success of attaining common goals. the heart 25 Lead by example – be the leader you would want Sell your strategic vision Motivate through the good and bad You need to know what motivates people – e.g., recognized, rewarded Don’t always be a ‘yes’ person – think about what could make it better Enable others to bring things forward – skills, opinions, experience/expertise Build in recognition and reward 25  Leadership Powers Leadership involves moving others, and moving others involves power Team members accept or authorize you to lead them because of what you represent for them , the value that you provide, and your credibility ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 26  Six Leadership Powers (1) Legitimate power Reward power Coercion power - - - Powers Information power Referent power Expertise power - UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONTINUING STUD II~ 27  ~ Six Leadership Powers (2) IC-2.2 Legitimate power - Gain support because project personnel perceive the project manager as being officially empowered to issue orders Reward power - Recognize or acknowledge individuals for adhering to standards or expectations Coercion power - Sanction or penalize individuals for failure to conform to standards or expectations Information power - Influence through knowledge of certain privileged information Referent power - Attract others and build loyalty; derived from charisma or other personal traits ;. Expertise power - Influence others based on particular ~~·sl Leadership Development Plan Get input from: - Observations and reflections of your own practices, traits, and behaviours from past situations , events , or projects - Experience as a project leader within the Group Project for this course - Formal or informal self-assessments - Input from trusted individuals regarding leadership strengths and weaknesses Answer the following questions: - Where have you applied the identified project leadership skills? - What aspects do you want to strengthen? - What steps are you planning to take? - How will you monitor your progress? ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 48  Your Personal Leadership Goal Start identifying what it is that you want to change about your own leadership behaviour You must be able to count the changes on the fingers of one hand! Remember- little changes make a big difference in the long run Goals Th~ destination you want to reach over a designated period of time Without goals you can end up anywhere As the Cheshire Cat said to Alice (In Wonderland) after she asked which path to take... "If you don 't know where you want to go, it doesn 't matter - any path will get you there." ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 49  Leadership Self Assessment A leadership self-assessment is an important tool to help you think about the many skills and attributes of leadership, both the ones you already possess and the ones you would like to develop These tools help the project manager realize where they may have weaknesses or blind spots They will guide you to those leadership capabilities that need attention Example leadership self-assessment tools: - Your Leadership Legacy http://www.yourleadershiplegacy.com/assessment/assessment.ph Q - Psychology Today https://www.psychologytoday.com/ca/tests/career/leadership-style-test - My Personality Test https ://my-personality-test.com/true-colours - 365 Tests https ://365tests.com/person al ity-tests/free-color-person al ity-test/ ~ UNIV;;;SI T¥ J ~ r loN T O ~ " '" 00 ' c'f'l'fU,"§ TfWww.16 person al ities.com/free-person al ity-test 50 I am green! 50  Leadership Development Plan Development Observations and reflections of own practices , traits, and behaviou rs from past situations, events, or projects Experience as a project leader within the course activities and assessments Formal or informal self- assessments (e.g. 'Manager' vs 'Leader' traits and behaviours) Input from trusted individuals regard ing leadership strengths and weaknesses ~ UNIVERS ITY OF TORONTO ~ SC IIOOL ot CONT INUING STUD II~ 51 Q Leadershil:! Develo1:1ment - Questions ~ IC-3.5 1. In developing a team for achieving a IC-3.6 strategic e.ut~tmli,5WkmicWile yiott ~stf~ a leader? b. Hire and train the team c. Influence teams ' creation and coalitions d. Build and direct the team 2. While managers focus on predictability and order, what will leaders focus on? a. Change b. Communication c. Organization d. Control Answers available via ~ UNIVERS I TY OF TORON T O Interactive Content on Quercus ~ SC IIOOL ot CONT INUING STUD II~ 67