Ted Kallman - Think Like a Duck

Transcription

THINK LIKE
A DUCK
Ted Kallman, PMP, CSM,
Certified Scrum Professional, CLU, ChFC
LEADERSHIP COMMUNICATION USING
SOCIAL STYLES MANAGEMENT
TECHNIQUES AND THE UNIFIED VISION
FRAMEWORK
Welcome!
First ….
A little bit
about me
2
Copyright © 1972 - 2014 Unified Vision Group all rights reserved
BORN
At Fort
Devens in
MA
RAISED
in Lansing,
Michigan
AND
Hundreds of
cities and
many
countries
later
NOW IN
Grandville!
I’M PART
Finn-Swede
English
Dutch
Mohawk
… with a deep roots in Finland
YOU CAN
Call me
Grandpa!
Beautiful Wife
Four Children
Four Grandsons
Two Granddaughters
COACH
…have been
a volunteer
coach for
both youth
and young
adult teams
Basketball and Soccer
PUBLISHED
…Ted is a
published
author and
composer
Ted with his brother
Andrew also published a White Paper on
“Vision” in a Russian PM Publication
PUBLISHED
…New book
out today!!!!
FLOWN SOLO
“…every
landing that
you walk away
from … is a
GOOD
landing”
Burt Parsons,
Flight Instructor
Did the PPL
(Private Pilot’s License)
TRAINED IN
OPERA
Professor Gene Greenwell
COLLEGE
BASKETBALL
Alma College
Alma, MI
ACTUAL IMAGE
OF TED IN ACTION
NOT
BA
Major:
Humanities,
Arts and Letters
Pre-Law
Bachelor of Arts
East Lansing, MI
PMP
Project
Management
Professional
WMPMI
Past VP of
Marketing, Lead
PM for THE
Project 2012 and
current VP of
Programs for
WMPMI
VP Programs, WMPMI
PMO
Created or Optimized PMOs for:
– Grand Rapids Community
College
– Lean Logistics
– InteliTouch.com
– Mission India
– edgecom (Ericsson)
– DNA Finland
CSM
Certified
ScrumMaster
CSP
(One of only
1,981 active
CSPs in the
world)
Certified
Scrum Professional
AGILE TRANSFORMATIONS
Trained and coached teams on how to
transition from Waterfall to Agile for:
–GM/OnStar
–Bethany Christian
Services
–World Mission
Recent Engagement
Enterprise Agile Coach
at
Currently …
Interim CEO
At
B2K Systems, LLC
Birmingham AL
A PROVEN
COMMUNITY LEADER
• WMPMI
LEADERSHIP
* VP Programs
Ted is serving or
has served on
the following
Boards /
Leadership
teams
• Rotary
* Past President
• Salvation Army Advisory Bd
* Past President
• Justice Fellowship
* Past State Vice Chair
UVF
Ted is the
initiator and Coauthor of the
UVF
Andrew
Kallman, MBA,
PMP, CSP is
Co-author
UVF
Unified Vision Framework
FOLLOW ME…
–Twitter
• @t_kallman
• @pmobrothers
–Linkedin
• Ted Kallman
–Website
• www.unifiedvisiongroup.com
THANK YOU
For allowing me to share
with you today!
GOALS &
OBJECTIVES
Demonstrate how to increase
project, program and
portfolio management results
and make any methodology
more effective by knowing
how to apply Social Styles to
communication and
leadership, including:
30
GOALS &
OBJECTIVES
–How to quickly know your
Social Style
–How to quickly know ‘their’
Social Style
–The impact and use of stress
–Backup Modes & conflict
–How to Flex
–The impact of Vision
–4D Model
–Q&A
31
LEADERSHIP
“To lead or attempt to lead without
first having a knowledge of self is
foolhardy and sure to bring
disaster and defeat.”
 Nicholi
Machiavelli
32
Reading your Leaders and your
NON - Team
RESPONSIVE
TE
LL
AS
K
RESPONSIVE
33
Exercise
Draw the four quadrants and ask two
questions;
1.) Am I more Tell than Ask or more Ask than
Tell in my behavior?
2.) Am I more Responsive or less Responsive
in my behavior
Where do you think you fit?
34
Reading your Leaders and your
NON - Team
RESPONSIVE
ANALYTIC
AL
DRIVER
TE
LL
AS
K
AMIABLE
EXPRESSI
VE
RESPONSIVE
35
MEASURE SUCCESS BY …
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
ACTIVITY
AMIABLE
TE
LL
EXPRESSI
VE
RESPONSIVE
36
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
ACTIVITY
AMIABLE
ATTENTION
TE
LL
EXPRESSI
VE
RESPONSIVE
37
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
ACTIVITY
AMIABLE
ATTENTION
TE
LL
EXPRESSI
VE
APPLAUSE
RESPONSIVE
38
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
ACTIVITY
RESULTS
AMIABLE
EXPRESSI
VE
ATTENTION
TE
LL
APPLAUSE
RESPONSIVE
39
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
ACTIVITY
RESULTS
AMIABLE
EXPRESSI
VE
ATTENTION
TE
LL
APPLAUSE
RESPONSIVE
40
Strengths & Weaknesses by Area
NON - RESPONSIVE
AS
K
ANALYTIC
AL
41
NON - RESPONSIVE
AS
K
ANALYTIC
AL
Strengths:
►Precise
►Systematic
42
NON - RESPONSIVE
AS
K
ANALYTIC
AL
Strengths:
►Precise
►Systematic
Weaknesses
:
►Nit-Picking
►Inflexible
43
NON - RESPONSIVE
AS
K
ANALYTIC
AL
LEADERS WHO FIT
THIS
SOCIAL
STYLE:
►Albert Einstein
►Woodrow Wilson
►Thomas Jefferson
►Jimmy Carter
44
AS
K
AMIABLE
RESPONSIVE
45
Strengths:
►Supportive
►Easy Going
►Team Building
AS
K
AMIABLE
RESPONSIVE
46
Strengths:
►Supportive
►Easy Going
►Team Building
AS
K
AMIABLE
RESPONSIVE
Weaknesses
:
►Conforming
►Permissive
47
LEADERS WHO FIT
THIS
SOCIALEisenhower
STYLE:
►Dwight
AS
K
AMIABLE
►Gerald Ford
►Robert E. Lee
►John Denver
RESPONSIVE
48
EXPRESSI
VE
TE
LL
RESPONSIVE
49
Strengths:
►Enthusiastic
►Imaginative
►Creative
EXPRESSI
VE
TE
LL
RESPONSIVE
50
Strengths:
►Enthusiastic
►Imaginative
►Creative
Weaknesses
:
►Overbearing
►Unrealistic
EXPRESSI
VE
TE
LL
RESPONSIVE
51
LEADERS WHO FIT
THIS
SOCIAL STYLE:
►Winston
Churchill
►Franklin Roosevelt
►Muhammad Ali
►Pablo Picasso
EXPRESSI
VE
TE
LL
RESPONSIVE
52
NON - RESPONSIVE
DRIVER
TE
LL
53
NON - RESPONSIVE
Strengths:
►Determined
►Objective
►Focused
DRIVER
TE
LL
54
NON - RESPONSIVE
Strengths:
►Determined
►Objective
►Focused
DRIVER
TE
LL
Weaknesses
:
►Domineering
►Unfeeling
55
NON - RESPONSIVE
LEADERS WHO FIT
THIS
SOCIAL Patton
STYLE:
►George
DRIVER
TE
LL
►Henry Ford I
►Malcolm X
►Mike Wallace
56
PRODUCTIVITY
STRESS CURVE:
STRESS
Copyright
Copyright ©
© 1972
1972 -- 2014
2014 Unified
Unified Vision
Vision Group
Group all
all rights
rights reserved
reserved
57
PRODUCTIVITY
STRESS CURVE:
PRODUCTIVE
STRESS
STRESS
Copyright
Copyright ©
© 1972
1972 -- 2014
2014 Unified
Unified Vision
Vision Group
Group all
all rights
rights reserved
reserved
58
PRODUCTIVITY
STRESS CURVE:
PRODUCTIVE
STRESS
UNPRODUCTIVE
STRESS
STRESS
Copyright
Copyright ©
© 1972
1972 -- 2014
2014 Unified
Unified Vision
Vision Group
Group all
all rights
rights reserved
reserved
59
PRODUCTIVITY
STRESS CURVE:
PRODUCTIVE
STRESS
UNPRODUCTIVE
STRESS
STRESS
Copyright
Copyright ©
© 1972
1972 -- 2014
2014 Unified
Unified Vision
Vision Group
Group all
all rights
rights reserved
reserved
60
PRODUCTIVITY
STRESS CURVE:
BACKUP
MODE
PRODUCTIVE
STRESS
UNPRODUCTIVE
STRESS
STRESS
Copyright
Copyright ©
© 1972
1972 -- 2014
2014 Unified
Unified Vision
Vision Group
Group all
all rights
rights reserved
reserved
61
BACKUP MODE BY SOCIAL STYLE:
NON - RESPONSIVE
AS
K
ANALYTIC
AL
Strengths:
►Precise
►Systematic
Weaknesses
:
►Nit-Picking
►Inflexible
63
NON - RESPONSIVE
AS
K
ANALYTIC
AL
Avoid
Strengths:
►Precise
►Systematic
Weaknesses
:
►Nit-Picking
►Inflexible
64
Strengths:
►Supportive
►Easy Going
►Team Building
AS
K
AMIABLE
RESPONSIVE
Weaknesses
:
►Conforming
►Permissive
65
Acquiesce
AS
K
AMIABLE
RESPONSIVE
Strengths:
►Supportive
►Easy Going
►Team Building
Weaknesses
:
►Conforming
►Permissive
66
Strengths:
►Enthusiastic
►Imaginative
►Creative
Weaknesses
:
►Overbearing
►Unrealistic
EXPRESSI
VE
TE
LL
RESPONSIVE
67
Strengths:
►Enthusiastic
►Imaginative
►Creative
Weaknesses
:
►Overbearing
►Unrealistic
Attack the
Person
EXPRESSI
VE
TE
LL
RESPONSIVE
68
NON - RESPONSIVE
Strengths:
►Determined
►Objective
►Focused
DRIVER
TE
LL
Weaknesses
:
►Domineering
►Unfeeling
69
NON - RESPONSIVE
Strengths:
►Determined
►Objective
►Focused
Weaknesses
:
►Domineering
►Unfeeling
DRIVER
TE
LL
Autocratic
70
STRONGEST AREAS OF
CONFLICT
NON
- RESPONSIVE
ANALYTIC
AL
DRIVER
TE
LL
AS
K
AMIABLE
EXPRESSI
VE
RESPONSIVE
71
STRONGEST AREAS OF
CONFLICT
NON
- RESPONSIVE
ANALYTIC
AL
DRIVER
TE
LL
AS
K
AMIABLE
EXPRESSI
VE
RESPONSIVE
72
STRONGEST AREAS OF
CONFLICT
NON
- RESPONSIVE
ANALYTIC
AL
DRIVER
TE
LL
AS
K
AMIABLE
EXPRESSI
VE
RESPONSIVE
73
FLEX:
“Style flex is the employment of
appropriate interpersonal processes to
achieve desirable outcomes.”
Robert Bolton & Dorothy Bolton from the book
Social Style/Management Style
FLEX:
NON RESPONSIVE
AS
K
ANALY
TICAL
Strengths:
►Precise
►Systematic
Weaknesses
:
►Nit-Picking
►Inflexible
75
FLEX:
NON RESPONSIVE
AS
K
ANALY
TICAL
►Be on time
►Give facts
►Fewer stories
►More formal
►Don’t exaggerate
►Allow their speed
Strengths:
►Precise
►Systematic
Weaknesses
:
►Nit-Picking
►Inflexible
76
FLEX:
AS
K
AMIA
BLE
RESPONSIV
E
Strengths:
►Supportive
►Easy Going
►Team Building
Weaknesses
:
►Conforming
►Permissive
77
FLEX:
AS
K
AMIA
BLE
RESPONSIV
E
►Listen!
►Affirm their ideas
►Be relaxed
►Invite opinion
►Engage often
►Slower pace
Strengths:
►Supportive
►Easy Going
►Team Building
Weaknesses
:
►Conforming
►Permissive
78
FLEX:
EXPRE
SSIVE
RESPONSIVE
TE
LL
Strengths:
►Enthusiastic
►Imaginative
►Creative
Weaknesses
:
►Overbearing
►Unrealistic
79
FLEX:
EXPRE
SSIVE
RESPONSIVE
TE
LL
►Be energetic
►Strong eye c’tact
►Use stories
►Know the dream
►Big picture first
►Fast paced
Strengths:
►Enthusiastic
►Imaginative
►Creative
Weaknesses
:
►Overbearing
►Unrealistic
80
FLEX:
NON RESPONSIV
E
DRIVE
R
TE
LL
Strengths:
►Determined
►Objective
►Focused
Weaknesses
:
►Domineering
►Unfeeling
81
FLEX:
NON RESPONSIV
E
DRIVE
R
TE
LL
►Be on time
►Strong eye c’tact
►Get to business
►Short & specific
►Highlight results
►Fast paced
Strengths:
►Determined
►Objective
►Focused
Weaknesses
:
►Domineering
►Unfeeling
82
WHAT ARE YOU AIMING AT?
NON - RESPONSIVE
ANALYTIC
AL
AS
K
DRIVER
Collaborator
AMIABLE
TE
LL
EXPRESSI
VE
RESPONSIVE
83
VISION
“Amazon is willing to
plant seeds and let
them grow. We’re
stubborn on Vision and
flexible on details.”
Jeff Bezos (Amazon.com) in Wired, 19.12.2012, pg 244
84
VISION
“Simplicity is the ultimate
sophistication.”
Steve Jobs (Apple) in Wired, 19.12.2012, pg 233
85
Vision
Strategy
Projects
Tasks
86
VISIO
N
Drive
Deliver
Define
Distill
Figure 2
V
S
P
T
VISIO
N
Vision
Culture
Mission
Purpose
Core Values &
Attitudes
Goals &
Objectives
Graphic 7 - Vision includes Culture.jpg
VISIO
N
Executive
Vision
V
Senior Mgt.
Portfolio Vision
Program
Level Vision
Project
Level Vision
V
V
V
Team Member’s
Vision
Graphic 8
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
VISIO
N
Talk
Walk
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
VISIO
N
Talk
Walk
Implied
True
Stated
Actual
4D MODEL IS BUSINESS
AGILE
Drive
Deliver
V
S
P
T
Define
Distill
97
DON’T ASSUME
AGREEMENT
Drive
Deliver
V
S
P
T
Define
Distill
98
PREVENTING GROUPTHINK
Drive
Deliver
V
S
P
T
Define
Distill
99
OH, BY THE WAY…
Drive
Deliver
Define
Distill
100
V
S
P
T
TRADITIONAL CHANGE
CONTROL
Change Control Process
happens here per
Drive
the PMBoK
Deliver
Define
Distill
101
V
S
P
T
ONLY PART OF THE STORY
Change Control Process
happens here per
Drive
the PMBoK
Deliver
Define
Distill
102
V
S
P
T
THE REST OF THE STORY
Drive
Deliver
Define
Distill
103
V
S
P
T
WARREN BUFFETT ON
SUCCESS
“…business schools reward
difficult complex behavior more
than simple behavior, but
simple behavior is more
effective.”
Source: http://bankling.com/2009/warren-buffett-speaks-25-best-warren-buffett-quotes-on-his-strategies-investments-and-cheap-suits/
104
The way to obtain and
maintain simplicity is
to identify and then
stay laser focused on
the vision
105
THE PRESSURE IS ON
•
Life is full of challenges and
pressures
Pressures
X
You are here
106
THE PRESSURE IS ON
•
Character counteracts at the personal
level
Pressures
Character
107
THE PRESSURE IS ON
•
Vision counteracts at the Team level
Pressures
Vision
108
Flywheel of Change
• The 4D Model is a flywheel
– As you push a flywheel, at first it
doesn’t appear to move
– But, with each repetition, the wheel
begins to move, almost imperceptibly
– As you gain momentum, keeping the
wheel moving takes less and less
effort
– Vision is the “axel” that keeps the
flywheel in place
109
PROJECT SUCCESS ‘MUST
HAVES’:
1.
2.
3.
4.
Focus on Vision
Have clear Definitions
Distill clear Agreements
Have clear, short plans and
time frames for Delivery
5. Drive success with frequent,
Social Style appropriate
communication
Copyright © 1972 - 2012 Unified Vision
Group all rights reserved
110
THANK YOU! ARE
THERE ANY QUESTIONS?
Drive
Deliver
TED
KALLMAN,
PMP, CSM,
CSP
Define
Distill
111
V
S
P
T

Ted Kallman - Think Like a Duck

Transcription

Similar documents

Football - Sportsmart