Powerful Tools for Leaders –

Top Five Tools You Cannot

Afford to be Without

Naomi Caietti, PMP Connie Figley, PMP

Danelle Peddell, PMP Jo Ferguson, PMP
Kathy Miller, PMP

Friday, 5 October 2:15 – 3:45 PM

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reproduced or disseminated without the expressed written permission of PMI.
 “Leadership and learning are
indispensable to each other.”

- John F. Kennedy

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reproduced or disseminated without the expressed written permission of PMI.
 Agenda
• Levels of Leadership – Danelle Peddell
• Accelerate Your Performance Using Emotional
Intelligence – Kathy Miller
• Growing Others – Connie Figley
• Managing Conflict – Jo Ferguson
• Continuous Growth & Development – Naomi
Caietti
• Interactive Sessions

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reproduced or disseminated without the expressed written permission of PMI.
 “Be yourself, who else is better
qualified.”
- Frank J. Giblin II

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reproduced or disseminated without the expressed written permission of PMI.
 Levels of Leadership

Danelle Peddell, PMP

VP Volunteers & Programs, PMI South Western Ontario Chapter
2007 Leadership Institute Masters Graduate

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reproduced or disseminated without the expressed written permission of PMI.
 Levels of Leadership

• Think of someone you would consider a good leader

• Write down their qualities
• Why are they followed?

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 Levels of Leadership

Personhood
People Development
Production

Permission
Position

Source: John Maxwell: Leadership 101, Thomas Nelson Publishers, 2002 by Maxwell Motivation Inc., page 72

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 Levels of Leadership
Level 1 - Position
• People follow because they have to
• Limited by job description
• Thrive on organizational charts, always asking ‘who do
they report to’
• The ‘boss’ and only the boss
• Believes blame game = problem solving
• Typically not effective in a volunteer organization
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 Levels of Leadership
Level 2 - Permission
• People follow because they want to
• Can be hardest level – requires the ‘softer’ stuff
• You can love people and not lead them, but you cannot lead
people without loving them
• Build solid, lasting relationships
• Build solid, lasting relationships

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 Levels of Leadership
Level 3 - Production
• People follow because of what you have done for the
organization
• Turnover low, commitment high
• Goals are happening, things are getting done
• Leading is fun! Problems overcome with minimum effort
• Results are evident, published – strong metrics orientation
• Get together with goal of accomplishing an objective

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 Levels of Leadership
Level 4 - People Development
• People follow because of what you have done for them
• A true leader is great because of ability to empower others
• Recognition by team consistently demonstrating superior
performances
• Followers are loyal to the leader

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 Levels of Leadership
Level 5 - Personhood
• People follow because of who you are and what
you represent
• Leadership mastery- level reserved for those people larger than
life itself!
• Leaders can spend all their professions leading and never get
here
• Followers will sacrifice much

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 Levels of Leadership
Moving Up
• What level is your good leader at?
• What level are you at today?
• Ensure own needs are met
• Ask for feedback (those whose opinions you value)
• Hear, understand, respond to and act upon next 4 tools

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 Levels of Leadership
What level do you want to be at?
• PMI Personhood
• Professional People Development
• Personal
Production

Permission
Position Take it to the next level!

Source: John Maxwell: Leadership 101, Thomas Nelson Publishers, 2002 by Maxwell Motivation Inc., page 72

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 “The pessimist complains
about the wind. The optimist
expects it to change. The leader
adjusts the sails.”
- John Maxwell

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 Accelerate Your Performance
Using Emotional Intelligence
Kathy Miller, PMP
Director-at-Large, PMI Atlanta Chapter
2007 Leadership Institute Masters Graduate

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 What is Emotional Intelligence?

The ability to monitor one’s own and others

emotions, to discriminate among them, and to
use the information to guide one’s thinking
and actions.
- Daniel Goleman

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 Emotional Intelligence Domains

Self Awareness

Ability to understand your emotions

and
their effect on others

- Goleman et al, Primal Leadership

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 Emotional Intelligence Competencies

Self Awareness Competencies

– Emotional self awareness

– Accurate self-assessment

– Self confidence

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 Emotional Intelligence Domains

Self Management

Ability to control impulses

and
suspend judgment

“Think before acting”

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 Emotional Intelligence Competencies
Self Management Competencies

– Emotional self-control

– Transparency

– Adaptability

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 Emotional Intelligence Competencies
Self Management Competencies cont’d

– Achievement

– Initiative

– Optimism

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 Emotional Intelligence Domains

Social Awareness

Empathy, awareness of others emotions

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 Emotional Intelligence Competencies
Social Awareness Competencies

– Empathy

– Organizational awareness

– Service

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 Emotional Intelligence Domains

Social Skills

Managing relationships with others

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 Emotional Intelligence Competencies
Relationship Management Competencies

– Inspirational leadership

– Influence

– Developing others

– Change catalyst
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 Emotional Intelligence Competencies
Relationship Management Competencies
cont’d

– Conflict management

– Building bonds

– Teamwork and collaboration

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 Emotional Intelligence - How savvy are you?
- CIO magazine, March 1, 2003

You are in a meeting in which executives are

discussing the company’s ERP implementation when
the VP of supply chain takes credit for work you did.

What do you do?

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 Emotional Intelligence - How savvy are you?
- CIO magazine, March 1, 2003

A. Confront the VP right then and there. After all, you are no
pushover, and it is not fair that he get the credit you deserve.

B. After the meeting, take the VP aside and tell him that you
would appreciate it if in the future he would credit you when
speaking about the work.

C. You do not do anything. You hate conflict, and you know

nothing would be gained either by making a scene or by
confronting the VP.
D. After the VP speaks, thank him for the work he did and give
the group more specific details about what you were trying to
accomplish and the challenges you overcame.

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 The Credit Stealing Colleague
By demonstrating an awareness of work place dynamics, publicly
recognizing your own accomplishments in a non-threatening manner
will disarm your colleague. Public confrontations can be ineffective
and may look like poor sportsmanship on your part. Although less
threatening, private confrontations are also less effective in that they
will not help your personal reputation.
A. 0 points – Immediately and publicly confront the colleague over
the ownership of your work.
B. 5 points – After the meeting, take the colleague aside and tell
him that you would appreciate in the future, that he credit you
when speaking about your work
C. 0 points – Nothing it is not a good idea to embarrass colleagues
in public.
D. 10 points – After the colleague speaks, publicly thank him for
referencing your work and give the group more specific detail
about what you were trying to accomplish.

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 Emotional Intelligence (EI) Tools,
Tips and Techniques

1. Take responsibility for yourself – your

thoughts, feelings and choices

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 EI Tools, Tips and Techniques

2. Turn up the volume on your empathy and

become accepting.

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 EI Tools, Tips and Techniques

3. Stop attributing negative intent to what

others say

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 EI Tools, Tips and Techniques

4. Build high Emotional Intelligence of team

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 “Leaders must be close enough
to relate to others, but far
enough ahead to motivate
them.”
- John Maxwell

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reproduced or disseminated without the expressed written permission of PMI.
 Growing Others

Connie Figley, PMP

Component Services Member Advisory Group
2007 Leadership Institute Masters Graduate

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reproduced or disseminated without the expressed written permission of PMI.
 Growing Others

“I start with the premise that the function of

leadership is to produce more leaders, not
more followers.”
- Ralph Nader

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 Growing Others
Motivating & Empowering
Definitions
Motivate: To provide with an incentive; move
to action; impel

Empower: 1) To invest with power; 2) To

equip or supply with an ability; enable

Source: The American Heritage® Dictionary of the English Language, Fourth Edition. Houghton Mifflin
Company, 2004.

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 Growing Others
Motivating & Empowering
What is the difference?

Motivate Empower
• Lack of ownership • Ownership
• Lack of authority • Authority to act

• Making people want to work • Internal happiness

• External force • Internal drive to get results

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 Growing Others
Empowerment
Have you ever been in a situation of having
“all the responsibility but none of the
authority”?

To empower someone you need to give them

the authority and keep or share the
responsibility.

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 Growing Others

“One is too small a number to achieve

greatness.”
- John C. Maxwell

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 Growing Others
Mentoring
• What is it?

• Why is it important?
• How do you do it?

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 Growing Others
Mentoring
• Many other terms are used to describe
similar activities to mentoring
– Coaching, equipping, counseling, teaching, etc.

Definition:
• Mentor: To serve as a trusted counselor or
teacher, especially in occupational settings.
Source: The American Heritage® Dictionary of the English Language, Fourth Edition. Houghton Mifflin
Company, 2004.

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reproduced or disseminated without the expressed written permission of PMI.
 Growing Others
Mentoring
• Why do it?
– People who are not growing and developing in
their jobs – leave.
– Developing your people makes you a better
leader
– Individuals who become better leaders become
mentors themselves

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 Growing Others
Mentoring Tips and Techniques
• Actively seek out opportunities to mentor
• Maximize mentoring as a learning experience
• Be engaged as a mentor
• Know your strengths and challenges as a mentor
• Know your team; those you are mentoring
• Find a mentor for yourself

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 “Great leaders are almost
always great simplifiers, who
can cut through argument,
debate, and doubt to offer a
solution everybody can
understand.”
- General Colin Powell
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 Managing Conflict

Jo Ferguson, PMP
VP Membership, Columbia River Basin Chapter
2007 Leadership Institute Masters Graduate

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reproduced or disseminated without the expressed written permission of PMI.
 Conflict
• Conflict is increasingly intense disagreement
• Conflict is not necessarily bad
• Leaders in teams need to learn to recognize
conflict:
– Before it starts
– During the conflict

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 A Conflict Model
Sender Problem Receiver
• Stage 1 - Communication is open,
The Problem
although both disagree

• Stage 2 - Communication is
The Problem partially closed, although the
problem is still being considered

The Problem
• Stage 3 - Communication is
closed and the only objective is to
protect self-worth
Source: Adapted from work originally published by Dr. Elias H. Porter and the Personal Strengths Publishing, Inc.

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 Strong Will
We all know strong will when we see it:

“Whenever I am backed into a corner and told “Do it or else”,

I simply ‘else’, I may not be confrontational or loud, but I
know there is nothing I really have to do – except die,
which I am willing to do. And since I’m willing to die and
you’re not, I win (Okay, I’m dead, but I win).” - Cynthia
Ulrich Tobias, You can’t Make Me (But I can be
Persuaded)

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 Engaged Strong Will is Not Conflict
• Know when your strong will is engaged
• Know when strong will is engaged in others
• When someone engages your strong will, do not
challenge - make a temporary truce
• When you see two strong wills engaged in your
team members, carefully take action
• Remember that strong will can be a positive force

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 Communication Issues May Not
Indicate Conflict
Communication from the same point of
view - Agreement is highly likely, even if
it looks like violent disagreement

Data

Communication from
different points of view
– Conflict is highly
likely, so a common
vision is necessary
Data Data

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 Recognizing Strong Will Versus
Communication Issues
• Strong will or communication issues can look like
conflict, but have subtle differences
• Tools to recognize the differences:
– Learn to listen to your body
– Listen effectively
• Words
• Tone
• Pitch
– Watch others’ body language
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 Tips to Manage Conflict
• Recognize the difference between strong will,
communication issues, or conflict
• Understand and know yourself and your team
members
• Acknowledge the conflict
• Control your emotions, but legitimize the feelings of
team members
• Recognize the stage of conflict that people are in
• Help conflicted team members focus on the other, the
problem, and themselves
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 More Tips to Manage Conflict
• Tell your team know how you deal with conflict
• Involve the entire group to resolve conflict
• Make sure that your project team is aligned
• Take a time-out and allow the team members to disengage
• Bottom line: reflect, reflect, reflect
• Remember, conflict can be positive or negative – learn to
use it wisely

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 “You don't just stumble into
your future. You create your
own future.”
- Roger Smith

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reproduced or disseminated without the expressed written permission of PMI.
 Continuous Growth and
Development
Naomi Caietti, PMP
PMI Professional Awards Member Advisory Group
PMI ISSIG Assistant Director Component Affairs
2007 Leadership Institute Masters Graduate

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reproduced or disseminated without the expressed written permission of PMI.
 Continuous Growth and Development
“To master or thrive on change, we need to
embrace perpetual growth and development,
continuous learning, and constant
improvement. That's the stuff true change
leadership is made of.”

Source: Jim Clemmer's article, "Mastering Change Through Continuous Growth, Learning, and Improvement"

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 Benefits of Leadership Tools
Tools Benefits
Levels of Leadership
Flexibility

Emotional Intelligence
Self Awareness

Growing Others
Development

Managing Conflict
Adaptability

Continuous Growth and
Development

Continuous Learning

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 Personal Vision
• Definition #1: What you want to be, do, feel,
think, own, associate with, and impact by some
date in the future

• Definition #2: Senge defines personal

vision as what you want to create of
yourself and the world around you

http://www.mentoringgroup.com/html/articles/mentee_2.html CCC/THE MENTORING GROUP,

www.mentoringgroup.com, 13560 Mesa Drive, Grass Valley, CA 95949, USA, Phone: 530.268.1146 Fax:
530.268.3636 e-mail: info@mentoringgroup.com

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 Why Should You Create a
Personal Vision?
• It is YOUR unique leadership strategy
• Showcases your greatest passions in life
• Motivates you to inspire those around you to reach
their own dreams
• Encourages you to define your path to success
personally and professionally

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 Tips on Continuous Learning
Hone Your Personal Leadership Style
• Find a mentor
• Mentor other component volunteers or leaders
• Read or listen to leadership books
• Participate in webinars, podcasts, and educational
training for personal improvement
• Establish your own rules of engagement

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 Tips on Continuous Learning
continued
Stretch and Grow
• Step out of your safety zone without a net!
– Develop new skills
– Network with leaders who are in positions you aspire to
– Take on new responsibilities
• Take time out for reflection
• Maintain balance in your life

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 Execution – Five Tools
• Begin your journey of self discovery and celebrate
your level of leadership
• Manage your emotions as well as others and lead your
teams and organizations with a calmer focus
• Develop more leaders through mentoring.
• Understand and recognize conflict in order to adapt
and lead your team to focus on the problem and
themselves to find the best solution
• Grow and develop your leadership skills one day at a
time and you will become a better leader

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