Inspiring Leadership through Emotional Intelligence BBC 2014 Michele Maritato, MBA, CBAP, PMP, PMI-RMP
Agenda 1. 2. 3. How to engage your stakeholders at emotional level 2
Agenda 1. 2. 3. How to engage your stakeholders at emotional level 3
Why Business Analysts need Leadership? Ø Leadership involves motivating people to act in ways that enable them to work together to achieve shared goals and objectives Ø Motivation is literally the desire to do things Ø Business Analysts need to be able to be effective in [ ] leadership roles, in order to guide others investigating requirements and to help encourage stakeholder support for a necessary change (Babok Guide V2.0) 4
Without Leadership Ø BA Planning & Monitoring ü Unrealistic plan(s), Resources not engaged, Continuous improvement blocked Ø Elicitation ü Elicitation process not efficient, Hidden needs not identified, Creativity blocked Ø Requirements Mgmt & Communication ü Many conflicts, Long approval process, Communication not effective Ø Enterprise Analysis ü Poor shared goals and objectives, Business Need unclear, Weak gap analysis, Poor solution approach & scope, Useless business case Ø Requirements Analysis ü Conflicts during prioritization, Poor requirements modeling, Not effective Req. Verification and Validation processes Ø Solution Assessment & Validation ü Poor requirements allocation, Tough transition, Chaos in solution validation, Low solution performances 5
A little exercise 1. Think of a person with whom you worked, one that really inspired you, one you would work with again. What did he/she say to make you feel in this way? What did he/she do? How did he/she make you feel? 2. Think of a person with whom you worked, one that you did not like, one you would not work again with. What did he/she say to make you feel in this way? What did he/she do? How did he/she make you feel? 6
Some words Ø Inspired Ø Excited Ø Empowered Ø Had fun Ø Made me understand Ø Trusted Ø Engaged Ø Protected Ø Encouraged Ø Challenged Ø Micromanaged Ø Blamed Ø Diminished Ø Robbed Ø Hostile Ø Not listened Ø Ignored Ø Misunderstood Ø Angry Ø Guilty 7
In Conclusion Ø We recognize what resonant leadership is and what resonant leaders do, we know in our heart Ø Resonant leaders use Emotional Intelligence competencies to create a special relationship Ø Not all great Managers are also great Leaders: <<very few Executives are effective leaders. 70-80% of people in management positions can be removed from their role and the organization will function more smoothly.>> (2013, R. Boyatzis) L vs M 8
Emotional Intelligence (EI) Ø An EI competency is an ability to recognize, understand and use emotional information about oneself that leads to or causes effective or superior performances Ø EI competencies can be significantly developed in adults and are very different than Cognitive Intelligence (IQ) ones 9
Resonant leaders, what do they do? Ø Inspire others: build a shared vision of the future, give hopes and a sense of purpose Ø Care about others: make decisions in the best interest for the Person, the Company, the Organization and the Project Ø Are Mindful: appear to be authentic, transparent, genuine, and act with integrity Ø Create and maintain a resonant relationship 10
Agenda 1. 2. 3. How to engage your stakeholders at emotional level 11
Every day we go through Ø Stressful moments [-] ü Diminishes the functioning of our immune system ü Experience a degree of cognitive, perceptual and emotional impairment: close up to any relationship, personal improvement, listening and value others opinions, and blocks our creativity Ø Renewal moments [+] We need both!!! ü Result in our body rebuilding itself neurologically, engaging our immune system (getting healthier) ü Become more open to new ideas, emotions, other people, new possibilities, learning, adaptation 12
The brain networks Renewal [+] Stress [-] Mirror Neuron Networks: mimic Activated Deactivated Hemodynamic Sympathetic Networks: tune in the emotions of others Activated Deactivated Task Positive Network: focus Deactivated Activated Social Network, component of the Default mode network: interact with others, open to new ideas Activated 1/3 Activated 2/3 Deactiv. 13
Inside our brain Ø Functional networks shown on the left hemisphere of the PALS atlas (top lateral view above, bottom medial view) Ø The Task Positive Network is shown in blue, the Default Mode Network in orange/ yellow Antagonistic neural networks underlying differentiated leadership roles - Richard E. Boyatzis, Kylie Rochford, and Anthony I. Jack March 2014 www.pm-progetti.it Michele Maritato, MBA, CBAP, PMP, PMI-RMP michele.maritato@pm-progetti.it 14
Leaders provoke Renewal experiences Ø Mindfulness: listening to ourselves, understanding our emotions Ø Compassion: feeling loved, feeling cared by someone Ø Hope: thinking and talking about future dreams, personal or shared Ø Playfulness: laughing and having fun with others www.pm-progetti.it Michele Maritato, MBA, CBAP, PMP, PMI-RMP michele.maritato@pm-progetti.it 15
Agenda 1. 2. 3. How to engage your stakeholders at emotional level 16
Case study Ø Company: Consulting company specialized in Business Intelligence Ø BA team members: 25 people Ø Previous BA leader: already gone through major team development activities ü On-boarding the team members ü Explaining and sharing the project objectives ü Building with the team the BA plans, establishing the ground rules ü Doing meetings ü 17
Coaching with compassion: the process 7. Let him/her experiment improvements 6. Help the person define a learning agenda 5. Help to understand the initial state 1. Understand yourself and your emotions Emotional Intelligence 4. Coach for discovery 2. Catch the right moment 3. Align visions 18
1. Understand yourself and your emotions Ø Listen to yourself: am I in the right state to trigger the process? Ø Practice Mindfulness: what are my emotions now? Ø Remember that emotions are contagious: ü When you are angry, people around you feel angry too ü When you are sad, people around you feel sad too ü When you feel happy, people around you feel happy too 19
2. Catch the right moment Ø Before starting the process, beware that also the other person be in the right mood Ø When you want to engage with a person and create a resonant relationship, that person should also be in the right mood Ø You have to catch the right moment before you start the interaction with a person to create a resonant relationship 20
3. Align visions Ø Understand the Company core purpose and develop the Organization / Project vision Ø Company core purpose: <<why we do what we do in this Company?>> ü We are one of the largest independent systems integrator specialized in BI projects. Our Mission is to be a center of excellence in the market where quality, professionalism and enthusiasm are at the service of our customer satisfaction Ø Organization vision: <<why we do BA?>> ü Through BA we understand the needs of our customers and propose the best solutions in order to maximize the value for them Ø Project vision: <<why are we doing this project?>> ü 21
4. Coach for discovery (1) Ø Liaison with each person, help them discover their Personal vision ü Q: What are the values that are most important to you? [M-Per] ü Q: [Remind the Company Core Purpose]. If your life were perfect and all your dreams come true, what would your life and work be like in 5-10 years? Do you see yourself in this Company? Why and Where do you see yourself? [M/H-Cmp] ü Q: [Remind the Organization Vision]. If your life were perfect and all your dreams come true, what would your life and work be like in this Org.? In 5-10 years, do you see yourself in this Org.? Why and Where do you see yourself? [M/H-Org] ü Q: [Remind the Project vision]. If your life were perfect and all your dreams come true, what would your life and work be in this project? How would this project be? Do you see yourself in this project? Where do you see yourself? [M/H-Pro] www.pm-progetti.it Michele Maritato, MBA, CBAP, PMP, PMI-RMP michele.maritato@pm-progetti.it 22
4. Carlo s personal vision Ø What are the values that are most important to you? ü Referring to my professional life, for me is most important my self-realization, which to me means to decide autonomously how to execute a task, taking the responsibility for the results The same is in my social life: I want to have the possibility to do the right thing (what I think is right ) in total freedom, taking the responsibilities Ø If your life were perfect and all your dreams come true, what would your life and work be like in this Organization? In 5-10 years, do you see yourself in this Organization? Why and Where do you see yourself? ü Being part of this organization for me is important as it is linked to my self-realization I would like to have more freedom in liaising with the customer, too often the Account Manager stops my proposals this way I will never grow 23
4. Stefano s personal vision Ø What are the values that are most important to you? ü Fairness and honesty before all, in my professional and personal life, and respect for the others in every moments and situations. Especially in my work, professionalism is most important it means to be able to fulfill the commitments that I undertake Ø If your life were perfect and all your dreams come true, what would your life and work be like in this Organization? In 5-10 years, do you see yourself in this Organization? Why and Where do you see yourself? ü in this organization I feel like at home and part of a team of professionals my colleagues help me to grow but too often we work under pressure and I need to stop and share ideas with the team I hate when others estimate activities on my behalf 24
4. Coach for discovery (2) Ø Work to align the Company core purpose and the Organization / Project vision with the Personal vision Ø If you are effective at doing this, you will see a click in their face Ø You have invoked in this person a sense of purpose and now he/she realizes that his/her work is the way to make his/her dreams come true. And he/she will feel also very proud to be part of this Company / Organization www.pm-progetti.it Michele Maritato, MBA, CBAP, PMP, PMI-RMP michele.maritato@pm-progetti.it 25
4. Coach for discovery (3) Project Personal Organiz. Company Carlo Ø As in this Company we value the enthusiasm of our consultant, if the Partner agrees would you like to liaison directly with the customer on next BA tasks? Ø As in this Organization we need consultants who take the lead, what do you think to attend the next Leadership class? In the future you might become BA team leader in a project phase Stefano Ø In this Company the word professionalism is in our mission Ø As in this Org. we apply continuous improvement, would you like to organize the first BA day at the end of the year, one day dedicated to sharing BA experiences and lessons learned? Ø Estimation in our Company is key, we need to develop best practices to improve the estimation process, would you like to do that? 26
5. Help to understand the initial state Ø Coach the other person to let him/her understand his/her current strengths and weaknesses Ø Coach the person to understand the ideal self and the current self Ø First invite the person to describe his/her personal view of his/her strengths and weaknesses. Then, you might add your perspective Ø Prepare also that person to accept feedbacks 27
6. Help define a learning agenda Ø Coach to help define how to exploit the strengths and overcome the weaknesses Ø Starting from weaknesses, help to define a set of actions to bridge them to get to the ideal state Ø Help to define a set of actions that exploit the strengths to get to the ideal state Ø Learning Agenda: pick one thing that you would like to try, either an action, a competency, a new way of thinking about things, etc. Do not make it a major or big thing. Just try one small thing that is new or different but would bring you closer to your vision 28
7. Let experiment improvements Ø Invite this person to experiment the actions defined in the agenda Ø During the execution of these actions, the person might experience some stressful moments: you need to create complementary renewal states by using your Emotional Intelligence competencies 29
The map of our relationships You can make yours! 30
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Contacts J Michele Maritato +39-335-5468934 michele.maritato@pm-progetti.it www.pm-progetti.it michele.maritato michelemaritato 32
Six short exercises to practice mindfulness 1. Two mindful bites: instead of attempting to do mindful eating all the time, try mindful eating for the first two bites of any meal or snack. For the first two bites of any meal or snack you eat, pay attention to the sensory experiences - the texture, taste, smell, and appearance of the food, and the sounds when you bite into your food 2. What one breath feels like: try paying attention to what one breath feels like. Feel the sensations of one breath flowing into and out from your body. Notice the sensations in your nostrils, your shoulders, your rib cage, your belly etc. 3. Take a mindful moment to give your brain a break instead of checking your email. Spend a few seconds watching out your window. Pay attention to what you see, what you feel etc. 4. Air on exposed skin: pay attention to the feeling of air on your skin for 10-60 seconds. This is best done when wearing short sleeves or with some skin exposed 5. Scan your body: scan your body from top to toe for any sensations of discomfort or tension. Attempt to soften to the sensations of discomfort. Next, scan your body for any sensations of comfort or ease 6. Do one action mindfully: pick an action you do at the same time everyday and plan to do that action mindfully. For example, the moment you flick out your rolled up newspaper 33