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PMI – CV Symposium . Hard Skills Lead to Projects Soft Skills Lead to Success Dr. Jerry Brightman President - The Leadership Group. The Palette. Today’s Program. Differentiating “Hard” Skills from “Soft” Skills Management Versus Leadership Lessons from Leadership Research

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pmi cv symposium
PMI – CV Symposium

Hard Skills Lead to Projects

Soft Skills Lead to Success

Dr. Jerry Brightman

President - The Leadership Group

today s program
Today’s Program
  • Differentiating “Hard” Skills from “Soft” Skills
  • Management Versus Leadership
  • Lessons from Leadership Research
  • Touchstones!
  • Knowing: 360s: Skillscope and Benchmarks
  • Metrics and “Low” Scores
  • Knowing: Books, Web and TED
  • SBI Model of Feedback
  • Work and its Various Behaviors – What we really do at work
  • SBI Model of Feedback
  • The Power of Questions
  • Creating a Vision for Your Future
  • Creativity and Innovation
  • Leading Change
  • What the Heck is a “Left-Hand Column”?
  • From Buttermilk to Marshmallows
  • The Leader’s New Work
  • Questions, Answers and Next Steps
slide4

Differentiating Hard Skills From Soft Skills

“Hard skills” are technical or administrative procedures related to an organization’s core business.

“Soft skills” (also called “people skills”) are typically hard to observe, quantify and measure.

why is knowledge of soft skills important
Why is Knowledge of “Soft” Skills Important

“One strikingly consistent finding is that today technical and functional expertise matters less at the top than business acumen and "soft" leadership skills do.”

Harvard Business Review March, 2011

three categories of soft skills
Three Categories of “Soft” Skills

1. Interpersonal Skills

2. Professionalism

3. Problem-Solving

interpersonal skills
Interpersonal Skills

Those skills that help one to interact with her/his colleagues.

Networking

Communicating

Team Learning

EQ versus IQ

professional skills
Professional Skills
  • Those skills that directly impact how a professional is seen
  • at her/his work place by her/his colleagues
      • Inspiration
      • Dedication
      • Attitude
      • Motivation
slide9

Problem Solving Skills

The ability to be a critical thinker and make sense

of the Whole.

Critical Thinking

Systems Thinking

Creative Thinking

the research
The Research

• The skills that got us to where we are today may

not be the skills that we need to get us to where

we’re going

• Strengths overused can eventually become weaknesses

slide11

Skillscope® and Benchmarks®

Two 360-degree instruments that

emerged from the research on

why leaders derail

slide12

®

SKILLSCOPE

for Managers

Pat Sample

Self

6 Others

Getting information, Making sense of it; Problem identification

Development

Strength

Needed

IMPORTANCE: Self: 1 Others: 1 Boss:

1. Seeks information energetically.

2. Probes, digs beneath the surface, tests the

validity of information.

3. Creates order out of large quantities of information.

4. Keen observer of people, events, things.

5. Defines problems effectively; gets to the heart of

a problem.

6. Spots problems, opportunities, threats, trends early.

7. Logical, data-based, rational.

Communicating information, ideas

IMPORTANCE: Self: Others: 3 Boss: 1

8. Adept at disseminating information to others.

9. Crisp, clear, articulate.

10.Good public speaker; skilled at performing, being

11. Makes his or her point effectively to a resistant audience.

SYMBOL KEY

communicator on paper; good writing skills.

= Strength

= Development Needed

= Boss’s Response

= Number of Additional Responses

or

( )

benchmarks
Benchmarks®

Benchmarks® Measures:

Meeting Job Challenges• Resourcefulness • Doing Whatever It Takes • Being a Quick Study • Decisiveness • Leading People• Leading Employees • Confronting Problem Employees • Participative Management • Change Management • Respecting Self and Others• Building and Mending Relationships • Compassion and Sensitivity • Straightforwardness and Composure • Balance Between Personal Life and Work • Self-awareness• Putting People at Ease • Differences Matter • Career Management • Problems That Can Stall a Career • Problems with Interpersonal Relationships • Difficulty Building and Leading a Team • Difficulty Changing or Adapting • Failure to Meet Business Objectives• Too Narrow Functional Orientation

slide14

METRICS: THREE KEY NUMBERS

The Scale

1-5

PMs and Engineers

3.0

Their Raters

4.3

what we really do at work19
What We Really Do At Work

Trends/Pattern

Behavior

what we really do at work20
What We Really Do At Work

Structural

Behavior

feedback
FEEDBACK

“ALL FEEDBACK

IS GOOD!!”

feedback process
FEEDBACK PROCESS

Situation

Behavior

Impact

creating your own personal vision
Creating Your Own Personal Vision

WHAT’S YOUR VISION FOR YOU?

slide29

Creativity

According

To Twyla Tharp

“In order to be

creative you have

to know how to

prepare to be

creative”

systems thinking archetype
Systems Thinking Archetype

QUICK

FIX

PROBLEM

SYMPTOM

UNINTENDED

CONSEQUENCES

FUNDAMENTAL

CHOICE(S)

slide36

The Leader’s New Work

  • Personal Mastery – Self-Awareness
  • Creating Alignment – Shared Vision
  • Managing Mental Models
  • Team Learning – Skilled Conversations
  • Systems Thinking – Thinking in “Wholes”
  • Creative and Innovative Leadership
what we talked about today
WHAT WE TALKED ABOUT TODAY
  • Differentiating “Hard” Skills from “Soft” Skills
  • Management Versus Leadership
  • Lessons from Leadership Research
  • Touchstones!
  • Knowing: 360s: Skillscope and Benchmarks
  • Metrics and “Low” Scores
  • Knowing: Books, Web and TED
  • SBI Model of Feedback
  • What we really do at work
  • SBI Model of Feedback
  • The Power of Questions
  • Creating a Vision for Your Future
  • Creativity and Innovation
  • Leading Change
  • What the Heck is a “Left-Hand Column”?
  • From Buttermilk to Marshmallows
  • The Leader’s New Work
  • Questions, Answers and Next Steps
your learnings from today
Your Learnings from Today

WHAT DID YOU LEARN TODAY?