Escolar Documentos
Profissional Documentos
Cultura Documentos
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Our team
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Locations
Bonn
Salzburg Zurich
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Bratislava
Zagreb
Our services in your language: Croatian, Czech, English, French, German, Italian, Japanese, Mandarin, Portuguese, Russian, Slovak, Slovenian, Spanish
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Training
Basic training programme in project and process management Special seminars to deepen your knowledge and skills Expert workshops for a professional approach to PM and PcM Preparation for IPMA and PMI certification Preparation for process management certification according to TV AUSTRIA standards Training courses, specially devised curricula and MBA courses Bring your project!
Consulting
Introduction to and further development of project and process management Human resources and organisational development Project audits Project portfolio management Strategic project and programme management Development of company PM culture PM office
Coaching
Coaching within the scope of specific projects, processes and programmes Supervising individuals and teams in their management of specific projects Supporting PM processes (assignment, start, controlling, completion) Establishing controlling structures Coaching in process management (including process optimisation)
Management on demand
Provision of PM staff: project managers, project controllers, project assistants, heads of PM offices Provision of process management staff: staff in charge of processes, process controllers, process management competence centres Special roles: crisis managers, claim managers, risk managers, contract managers, schedule organisers
Tools
Software to support your projects, processes and project portfolios Tailored to your needs Simple, low-cost and easy-to-use solutions Tried and tested based on the experience gained from more than 1,000 projects Planning, controlling, optimisation and visualisation Adaptation and implementation of IT solutions Demo versions on www.nextlevelsolutions.eu
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Cooperation time management no toys! listen! we understand different opinions as suggestions! confidentiality! the seminar is a space to rehearse !
"The head is round so thoughts can change direction!
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Leadership in projects within short & limited time with a new team a new, risky, dynamic and complex challenge with certain given resources expecting conflicts with line organisation / line managers what is the difference, that makes the difference?
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Roles in Projects
multiprojectorganisation management staff staff ps pmcc PO pscm pscm ps pec pmcc MPM PM
head of dept. employee employee employee employee employee employee employee employee
ptm pe ptm
ptm pe pe pe subteam
line organisation
projectorganisation
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IT
Theme
Globe
Environment
Leader
I
Individual
WE
Group
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IT
Theme
I
Individual
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fears, believes, values, attitudes, prejudices, hate / sympathy, experience, motivation, courage ...
WE
Group
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Leadership styles Authoritarian all decisions taken by the leader Patriarchal considerate, "papa/mama style, babysitter Consultative the leader is preparing the decisions Cooperative with much interaction Delegating commitments + free space Autonomous self leading team
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Elements of Leadership Goal / people / power-oriented Understanding the business Sharing a common vision Enabling / Empowering Self motivated Self organised Dealing with the "right conflicts Sensitive / communicative ...
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Leadership Concept
Power Orientation
?
Team Orientation
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Goal Orientation
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Perception
see
10.000.000 bits/second
hear
1.000.000 bits/second
touch
400.000 bits/second
smell taste
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5.000 bits/second
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Perception
Perception
1st filter
long-term
10 Mio b/s
16 b/s
0,5 b/s
0,05 b/s
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Common Reality
Expert differences
Client
Observer is part of observation Observation depends on point of view and is therefore subjective Realities depend on people and their perceptions
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Perception
60 %
30 % 10 %
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Thisis what I understand
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Subjective perception
Wand wall
Blatt leaf
Seil rope
Schlauch
hose
solutions
paraphrasing visualisation translating structuring
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Relying on impressions
perception
STOP
ASK!!!
interpretation
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n case of inappropriate behaviour I 1 - clear, immediate feedback on inappropriate behaviour what is expected instead 2 - give employee chance to improve his/her behaviour 3 - give positive feedback if desired behaviour is shown
and
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What is reality ?
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Maslows needs
Physiological needs
(Hunger, thirst, sex, sleep, rest...)
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Johari Window
To Me conscious unconscious
Public person
talk listen
"blind spot
private person
unconscious
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Teamwork
"false teamwork "real teamwork
-distance -caution
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Process of teambuilding
(Tuckman)
FORMING Different individual goals, interests, abilities. uncertainties, dependencies, need for orientation, politeness, the group tests behavioural patterns STORMING Conflicts between people and subgroups, uprising against leaders, resistance against other opinions, conflicts take place about resources, means, objectives..., borders are defined and tested NORMING Team spirit is created; subordination of common objectives, existence of commonly accepted rules for cooperation, mutual acceptance, everybody contributes to continued existence of the team PERFORMING Energy for actual activities is available, personal problems have lower priority than work, role understanding is flexible and functional
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Feedback Clearly distinguish facts & feelings Describe your personal perspective (I saw... I heard...) It is not about how a person "is, it is about the persons behaviour No judging Always with respect Concrete & specific From "first hand, no rumours Ask, check back, offer alternatives
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inefficient feedback
Judges, presumes, generalizes: "You cant listen and are always dominant." Comes unexpectedly or as a retaliation if the feedback recipient can not remember or change anything else. Is indirect. Instead of "I", "one"; "we", "the boss" is said.
Feelings are denied or misinterpreted. Speculations about the intentions or motivations of others digress from the main topic of discussion. The evaluator is not interested in the feedback is taken in, he/she just wants to get rid of it. Is forced upon the recipient.
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Refers to behavior which the recipient can alter somehow. Clarifies consequences of behavior: It frustrates me when you interrupt. In future I wont invest any more time in such conversations.
Refers to behavior, that the recipient has little or no control over. Suggests vague consequences: This behavior will still cause you difficulties.
Questions the trustworthiness of the recipient: That is an overreaction. The value of the process is not recognized, the evaluator does not take any time to discuss anything other than contents.
Expresses an interest for further discussion: Perhaps well find another way; I would like you to ...
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HOW TO TAKE FEEDBACK AS THE RECIPIENT listen attentively and quietly ask questions for better understanding do not explain or justify your position (you may express emotions that are spontaneously caused by the feedback) allow the feedback to sink in consider the feedback as an offer and as a chance for learning
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