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Let your projects fly

Are you aiming high? Leading in projects

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Our team

More than 100 specialists are now available to help you

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Locations

Bonn

Salzburg Zurich

Vienna Graz

Bratislava

Zagreb

Our services in your language: Croatian, Czech, English, French, German, Italian, Japanese, Mandarin, Portuguese, Russian, Slovak, Slovenian, Spanish
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Complete range of services

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

head of dept. employee employee employee employee employee employee employee employee

head of dept. employee employee employee employee

head of dept. employee employee employee employee employee employee pe pe

project steering committee pm pe

ptm pe ptm

ptm pe pe pe subteam

line organisation

projectorganisation

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The role project manager...

Technical competence "know what to do

Methodical competence "know how to

Social competence "know how to with who


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Theme Centred Interaction


Dynamic Balance

IT
Theme

Globe
Environment

Leader

I
Individual

WE
Group

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Theme Centred Interaction


Dynamic Balance

IT
Theme

objectives tasks, results requirements, time, ...

I
Individual
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fears, believes, values, attitudes, prejudices, hate / sympathy, experience, motivation, courage ...

WE
Group

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Theme Centred Interaction


Be your own chairperson Disturbances take priority
Speak only for yourself Do not ask without explaining why you are asking Side talks have priority Only one (1) person at a time Be authentic and selective in communication Check body language / -signals (your own and the others) Express your personal reactions / feelings / wishes Do not interrupt others No generalizations

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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

short-term 2nd 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

common ground 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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How to influence behaviour ?

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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The square of values


by Schulz von Thun

flexibility spontaneity improvisation speed

structure planning thoroughness precision

rigid, inflexible perfectionist Fussy, slow over-considering things


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What is reality ?

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Motivation & performance readiness ability opportunity = performance x x x

Aus Reinhard K. Sprenger Mythos Motivation

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Maslows needs

Selfactualisation Esteem needs


(status, fame, glory, recognition, attention, reputation, appreciation, dignity..)

You dont miss the water till its gone...

Belonging needs Safety needs


(Safety, independence, competence, stability, order, law)

Physiological needs
(Hunger, thirst, sex, sleep, rest...)
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Johari Window
To Me conscious unconscious

conscious To others unconscious

Public person
talk listen

"blind spot

private person

unconscious

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Teamwork
"false teamwork "real teamwork

co-acting Adding individual effort Partial perspectives


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inter-acting Added value is created Holistic perspectives


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What time is it in your team?

-tolerance -productivity -rules

-distance -caution

-groups within the -development group -fights

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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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EFFICIENT AND INEFFICIENT FEEDBACK


efficient feedback
Describes behavior: "You interrupted my sentence." Comes as quickly as possible directly to the noticed behavior. Is direct: From the evaluator to the recipient. Is an "I"-message in which the evaluator takes responsibility via his thoughts and feelings. Includes the feelings of the evaluator as far as they are relevant to the feedback: "Ill get angry if you interrupt me again." Resolves whether the recipient has understood. Is asked for by the recipient or offered respectfully by the evaluator.

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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EFFICIENT AND INEFFICIENT FEEDBACK


efficient feedback inefficient feedback

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.

Does not question the recipient as a person.

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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Let your projects fly

And now, reach out...


next level consulting Venna Sieveringer Strasse 72 | A-1190 Wien Tel. +43/1/478 06 60-0 office@nextlevelconsulting.eu next level consulting Salzburg Lastenstrasse 22 | A-5020 Salzburg Tel. +43/662/87 91 22 office-salzburg@nextlevelconsulting.eu next level consulting Graz Sonnenstrasse 8/2 | A-8010 Graz Tel. +43/316/32 51 42-0 office-graz@nextlevelconsulting.eu next level consulting Bratislava Osadn 11 | SK-83103 Bratislava Tel. +421/2/4464 7111 bratislava@nextlevelconsulting.eu next level consulting Zagreb Horvatovac 13 | HR-10000 Zagreb Tel. +385/91/203 01 09 office-zagreb@nextlevelconsulting.eu next level consulting Germany Ermekeilstrasse 46 | D-53113 Bonn Tel. +49/228/289 26-0 office-bonn@nextlevelconsulting.eu next level consulting Switzerland Alte Steinhauser Str. 19 | CH-6330 Cham Tel. +41/41/740 04 55 office-schweiz@nextlevelconsulting.eu

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