SATURDAY OCTOBER 21st
9:45am - 10:45am / 11:00am - 12:00pm
Overcoming the Global Epidemic of Workplace Dysfunctionality through Mindful Project Management (1 Leadership PDU)
KIMBERLY WIEFLING (Keynote Speaker: 8:30am - 9:30am)
There’s a global epidemic of organizational dysfunctionality. Employee engagement scores in the US are less than 30%, and worldwide they are 10%! Regrettably most organizations are failing for entirely predictable and avoidable reasons.
Behaviors that contribute include:
- Teams with unclear goals, unclear communication, unclear priorities.
- Managers distracting themselves with busywork instead of focusing on the organization's most important priorities.
- Employees taking refuge in cynicism to avoid disappointment.
- Organizations where the org chart has become irrelevant, but their people haven't yet mastered the concepts of influencing stakeholders regardless of position or title.
Research on global teams by an MIT professor revealed that 82% of global teams considered their teams to have failed, and the top 4 reasons for their failure were:
- Failure to build trust.
- Failure to overcome communication barriers.
- Goals of team members and the team were not aligned.
- Goals and vision of the team were unclear.
These failures are DESIGNED IN to most organizational structures, a big reason why companies like Morningstar, W.L. Gore, Valve and Semco have rejected traditional ways of managing and organizing businesses.
RIDICULOUS??!! Even boring?!! Yes! WE CAN DO BETTER!!
- Be clobbered over the head with the FACTS about why teams are failing.
- Confront your own contribution to these causes of failures.
- Commit to changing your behavior so that if you and your team fail in the future, it’s for new and more exciting reasons!
- Use your (extensive) power as a project leader to create a new reality that makes this dysfunctional way of operating irrelevant and obsolete.
As project leaders we are uniquely positioned to create a new future, a future beyond this culture of disengagement, forging alliances, partnership, and possibilities across borders and boundaries of every kind. Let’s do it!
Results through Project Team Relationships (1 Leadership PDU)
This session focuses on the interpersonal drivers of successful projects. We begin with a mindful alignment of purpose–for the organization, the project, and the individual members of the project team. From there, we will explore the importance of self-awareness and self-management–as a prerequisite to building and sustaining healthy and productive project team relationships, even in stressful and conflict-ridden situations. The session will conclude with a dynamic activity that engages participants in a conversation about the type of culture they want to create for their project team.
The Neuroscience of Shifting from Chaos to Calm (1 Leadership PDU)
What triggers you resulting in feeling your breath shorten and heart race? Why does that physical response happen? Discover what is arising in your brain during stress, how to intervene, and a simple practice to rewire the trigger response! Given the complexity of projects and people-dynamics, inner resources are needed in the moment to help shift from chaos to calm as you manage teams and programs. Acting with focused, clear, calm strength takes awareness and practice. To take confident, harmonious action during challenging times, we must be able to easily access positive alternatives for ourselves to stay calm. By understanding what occurs in the mind and how we can help ourselves during chaotic times, we can choose strategies to shift to calm and thrive, no matter what is going on around us. A national speaker and author, Nancy will share insights, provide tools, and her three books will be available onsite for signing: Finding JOY Amidst the Chaos, A Left-Brain Thinker on a Right-Brain Journey,and, A Path to Higher Self: Ancient Tribal Wisdom Shows the Way. Free excerpts and more details at: www.nancyrdaly.com.
Team Bonding through PLAY: It's not your Grandma's team building (1 Leadership PDU)
Let’s face it, most of the time when the word teambuilding is mentioned often times leaders are met with eye rolls and grumbles. Yet the truth is as leaders and managers, it is our responsibility to create opportunities for the team to foster relationship and bond. Being able to understand the dynamics of a team make this a much easier task to accomplish. We’ve put a unique spin on the old school way of team building just by creating a space for your team to play and we are excited to share how this simple concept can make a huge impact. In this interactive session you will walk away:
Understanding why play is important to connect a team
- Knowing why team bonding activities have to be planned and intentional
- Learning about how different play personalities, motivators and communication styles impact a team
- Experiencing three fun and simple “play” energizers that you can take back to your meetings to immediately up the level fun, participation and connection
Leadership: The New Management Reality (1 Leadership PDU)
In an environment where the workforce may range from age 18-75, where work is typically accomplished by teams rather than individuals, where communication must be as agile as the changing business dynamics, the need for a new kind of leader emerges. Today’s Project Leaders find that relational skills and strong emotional and social intelligence are emerging as “must-have’s” in the behavioral skills inventory.
Let’s look at some common vocabulary in EQ: awareness, communication, connection,engagement, accuracy, accountability, discomfort, emotion, feelings, awareness, breakthrough, satisfaction, accomplishment. EQ is not primarily about numbers, intellect or conceptualization. It’s about focusing on and harnessing our own and others’ emotional attention, vitality, energy, resources, etc.– because emotions are the source of both our power and our obstacles.
By the end of this largely interactive hour you will have laughed a lot, gotten some insight and determined at least one skill worth working on in your own EQ practice.
A Holistic Approach to Accelerating Leadership & Personal Effectiveness (1 Leadership PDU)
In this informative and entertaining presentation, Dr. Nelson Zagalsky, an Integral Coach and former corporate executive, describes how personality-rooted blind-spots, competency (e.g., emotional intelligence) gaps, and problematic behaviors limit effectiveness in responding to leadership and life challenges. Orga nization's that promote awareness of these personality-rooted impediments, as well as the special strengths associated with each individual’s personality type, can significantly improve leadership-team effectiveness. The presentation describes a holistic approach to accelerating elimination of the impediments.
Such changes not only support improved company-performance, but dramatically improve the ability to deal with life challenges (e.g., career transition, work-life balance). This engaging and interactive presentation will have the audience deeply engaged in
- Looking at their Enneagram personality-styles
- Reflecting on their stereotypical strengths and problematic-behaviors
- Learning how to apply holistic behavior-modification principles to helping advance their effectiveness
The presentation concludes with a case study that includes a description of practices that the audience can self-apply to help deal with a very common leadership and life-challenge; avoiding being overwhelmed by multiple stakeholder-demands
Tactical Project Management (1 Leadership PDU)
JEFFREY A. FILLMORE
Even the best planned project may experience situations in which unexpected issues or performance results create a turbulent and rapidly deteriorating conditions with which the project team cannot cope. In these situations, it may be more important to make a decision and incorporate it into the project plan in a timely manner, than to spend time analyzing the issue looking for a perfect solution while the project falls into “crisis management” mode.
There’s an old military cliché that states “No plan survives the first engagement with the enemy”. This reflects similar challenges faced by project teams when the project transitions from planning space to execution space. We will review some lessons learned from military tactics and history in the context of project management decision making, and discuss the requirement for accurate and up-to-date project “intelligence” in order to make the decision making process more successful.