1. 18/02/2014
Leadership
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2. 18/02/2014
OBJECTIVES - Exploring with you as interactively as we can:
PM leadership
•Why we need leadership
•What is leadership
•How leadership is different from management
Neuroscience
•Fad or fact?
•What can it tell us about delivering projects at the coalface
•Why the exciting part is how we can align individuals’ natural human desires
with maximising organisational performance
Becoming a great leader
•One neuroscience model you can apply immediately that can significantly
change how you help people make your project successful
•Already converted! - How about finding some ways to persuade your
organisation of the benefits of shifting their approach?
Why do we need leadership?
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3. 18/02/2014
1. Imagine the VERY best PM you have ever worked for/with
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4. 18/02/2014
1. Imagine the VERY best PM you have ever worked for/with
2. Compare that VERY best to the average
1. Imagine the VERY best PM you have ever worked for/with
2. Compare that VERY best to the average
3. What words would you use to describe what the VERY best PM
did that made them so good?
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5. 18/02/2014
Managers
Engaging
People
Leaders
“Communicate” by telling people what has
been decided
Expect people to do things their way
Make sure the team has the skills it needs
to deliver
Making
Decisions
Tell people what they need to do
Maintain control
“Would you be at your most engaged with a Manager or a Leader?”
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6. 18/02/2014
And the most important two?
1. Are strongly committed to a clear mission
2. Have a long term and big picture perspective
3. Are both systematic and innovative thinkers
4. Find and empower the best people for their teams
5. Are selective in their involvement in project issues
6. Focus on external stakeholders
7. Thrive on relationships and influence
8. Proactively gather information and insist on results
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7. 18/02/2014
OBJECTIVES - Exploring with you as interactively as we can:
PM leadership
• Why we need it
• What it is
• How its different from management
Neuroscience
• Fad or fact?
• What can it tell us about delivering projects at the coalface
• Why the exciting part is how we can align individuals’ natural human
desires with maximising organisational performance
Becoming a great leader
• One neuroscience model you can apply immediately that can
significantly change how you help people make your project successful
• Already converted! - How about finding some ways to persuade your
organisation of the benefits of shifting their approach?
So much we don’t know about how the brain works
O lny srmat poelpe can raed this.
I cdnuolt blveiee that I cluod aulaclty uesdnatnrd what I was
rdanieg. The phaonmneal pweor of the hmuan mnid,
aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, syas it
deosn't mttaer in what oredr the ltteers in a word are, the
olny iprmoatnt tihng is that the first and last ltteer be in the
rgh it pclae. The rset can be a taotl mses and you can still
raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid
deos not raed ervey lteter by istlef, but the word as a wlohe.
Amzanig huh? Yaeh and I awlyas tghuhot slpeling was
ipmorantt! If you can raed this psas it on !!
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8. 18/02/2014
If I said “We know how you can create……..”
31% higher productivity
37% higher sales
Three times higher creativity
Are you interested?
“A sweeping meta-analysis of 225 academic studies found
that happy employees have on average………….”
31% higher productivity
37% higher sales
Three times higher creativity
Study by Sonja Lyubominsky, Laura King and Ed Diener quoted in HBR Feb 2012 by Shawn Achor
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9. 18/02/2014
Brain concepts with HUGE organisational implications
1 - The brains primary function is to keep us safe
• It is about 5 times more alert to threat than opportunity
• If in doubt the brain will perceive threat
2 - People brains have developed the NEED to be in good
relationships with other people
• We have specialised cells like mirror neurons – probably ONLY to
empathise with each other
• Good relationships are essential to create and maintain effective
brains
3 - The brain operates efficiently by making patterns/maps
• Patterns are so important that we make them up with very few facts
• The more often you do something it becomes a more laid down map
• This explains why change is difficult
Its ALWAYS safety first
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10. 18/02/2014
OBJECTIVES - Exploring with you as interactively as we can:
PM leadership
• Why we need it
• What it is
• How its different from management
Neuroscience
• Fad or fact?
• What can it tell us about delivering projects at the coalface
• Why the exciting part is how we can align individuals’ natural human
desires with maximising organisational performance
Becoming a great leader
• One neuroscience model you can apply immediately that can
significantly change how you help people make your project successful
• Already converted! - How about finding some ways to persuade your
organisation of the benefits of shifting their approach?
Status
Certainty
Autonomy
Relatedness
Fairness
Dr David Rock of the Neuroleadership Institute
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11. 18/02/2014
The SCARF model is useful for:
• Self awareness
• Self control
• Awareness of others
• Reminding us how easy it is to inadvertently threaten
survival
• Identifying a better way to achieve to required objective
What would you identify as the worst behaviour on your project at the moment?
Which of the SCARF identifiers might be causing this behaviour?
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12. 18/02/2014
Identify others
bad?
behaviours
What can you do differently
tomorrow?
Status
Certainty
Autonomy
Relatedness
Fairness
• Face-to-face feedback sessions with suppliers
and clients driving improvement in
performance
• Good relationships are essential to create and
maintain effective brains. We think best in the
context of good relationships. Emails?
• Seek to empathise rather than take an adversarial
stance. Vocabulary, tone and body language.
If we keep doing the same thing …..we’ll get the same results
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13. 18/02/2014
“Be the change you want to see in the world” Ghandi
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