EXTREME Project Manager Makeover!

1. EXTREMEProject Manager Makeover! Pattie Vargas, PMP, MAOM The Vargas Group Building effectiveness through better business relationships!

2. It was bound to happen … First …. Extreme Makeover!

3. Followed by … Extreme Makeover – Home Addition!

4. Technology followed … Extreme Programming!

5. So we should have known … Extreme Project Manager Makeover!

6. New Competencies It’s a new game with new job requirements • Manage, lead and motivate highly skilled project teams • Motivate a varied, cross-functional staff • Lead and promote change, growth and effectiveness • Forge collaborative relationships among cross-functional teams

7. The job description … Must possess: • Proven leadership of technical and non-technical teams • Exceptional collaborative, teaming and consensus building abilities • Proficiency in staff motivation, conflict resolution and disciplinary procedures • Experience in staff management, recruitment and selection, creation of goals and objectives, performance assessment

8. Radical Concepts Extreme Project Managers must: • Assume a Leadership Role • Invest in Team Development • Learn to Manage Conflict • Balance Empowerment / Accountability

9. This is not a leader

10. Leadership Competencies A Leadership Role • Share the Vision • Ability to Motivate • Good Manager • Champion for the Team • Build A Collaborative Network

11. A Leadership Role Mediation Leadership Vision

12. A Leadership Role Understanding the value of a Social Network is a critical part of being a good leader …although I doubt this is what Zuckerberg envisioned

13. A Leadership Role

14. A Leadership Role

15. A Leadership Role Let me introduce you to … Here’s what worked for me Your ideas? Try this I’ll take that Let’s discuss How can I help? Thank You

16. Team Development

17. For Me to Buy In … Team Development • Trust in my management support • Know my part in the vision • Understand the ground rules • Have a healthy team environment

18. Buy-In = Commitment Team Development • Solicit input and then LISTEN • Ask for help • Don’t require consensus or certainty • Make a decision once in awhile • Recognize milestones and achievements

19. Have Fun! Team Development • “There may be 50 ways to leave your lover but only 4 ways out of this airplane.” Herb Kelleher • “Energetic, joyous teamwork drives out stress, boredom, burnout and apathy.” John Christensen • “There are just too many people at work with tight underwear.” Ken Blanchard • “I think it's wrong that only one company makes the game Monopoly.” Steven Wright

20. ROI Cost of consumable goods: $13.87 Return on team investment: PRICELESS

21. Who We Are Fast-Paced D I Focus People Focused Task Focused Pace C S Slow-Paced

22. Who We Are Dominant Director Decisive Likes to Win Pace: Fast Focus: Task Interactive Socializer Spontaneous Fun-loving Pace: Fast Focus: People Steady Relater Collaborative Value Stability Pace: Slow Focus: People Cautious Thinker Systematic Logical Pace: Slow Focus: Task nteractive ominant teady autious Athlete Performer Teacher Scientist

23. Where Do You Fit? Fast-Paced D I Focus People Focused Task Focused Pace C S Slow-Paced

24. Who We Are autious nteractive teady ominant Athlete Performer Teacher Scientist • Asks questions that challenge tradition • Works quickly to resolve issues • Brings a sense of enthusiasm • Easily negotiates conflicts between teams • Excels at calming disagreements • Looks for different approaches • Clarifies complex issues • Demonstrates technical expertise • May expect unreasonable standards from others • May delay action by needing more data • May be impulsive; not think things through • May need help prioritizing tasks • May hesitate to delegate • Can be seen as blunt or critical • May take themselves too seriously • May be perceived as rigid or inflexible

25. Manage Conflict

26. Conflict is OK when it’s: Manage Conflict • Productive • Limited to ideas, concepts, methods • Not focused on personalities, individuals • Focused on the current issue – not from residual resentments

27. Common Misconceptions Manage Conflict • Conflict and anger are the same thing • Harmony is normal; conflict is abnormal • Conflict is the result of personality problems • We can Kum-Ba-Ya our way out of conflict

28. Teams that engage in effective conflict: Manage Conflict • Have lively, interesting meetings • Extract and exploit the ideas of all team members • Solve real problems quickly • Minimize politics • Aren’t afraid to put critical issues on the table for discussion

29. Manage Conflict Minimize and Neutralize Conflict • Prepare for it • Dissatisfaction / Unrest = Unmet needs • Create a safe environment • Encourage coaching within the team • Know when to take it off line • Throw a PARTY!

30. Empowerment & Accountability

31. Empowering Actions Empowerment & Accountability • Collaboration • Flexibility • Consistency • Unwavering support • Distributed decision making

32. Not So Empowering Actions Empowerment & Accountability • Weak leadership • Taking credit for others work / success • Dishonesty • Micromanagement • The 3 P’s • Coalitions / Alliances

33. Empowerment & Accountability Reinforce Accountability: • Hold ourselves and others accountable • Have the difficult conversation • Define standards and expectations • Model accountability • Positive peer pressure

34. So Now What? • Assess Your Leadership Skills • 360 degree surveys, accountability coach • Develop the Team • What steps did you miss, if any? • Manage Conflict • What is your conflict management plan? • Accountability Problems • Are you motivating or demotivating?

35. Recommended Reading • The 7 Habits of Highly Effective People – Stephen Covey • Drive – Dan Pink • FISH! – Stephen Lundin, Harry Paul and John Christensen • Peopleware – Tom deMarco, Timothy Lister • The Five Dysfunctions of a Team – Patrick Lencioni • MY Book!

36. Thank you! Pattie Vargas pattie.vargas@gmail.com www.linkedin.com/in/pattievargas/ EXTREME Project Manager Makeover Available at: Amazon.com 36