Você sabia? (Did you Know?)
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Você sabia? Em 2008 tive oportunidade de, pela primeira vez, ver o vídeo produzido e realizado por v Karl Fisch, Scott McLeod e Jeff Brenman: “Did you Know”? Passei a incorporá-lo logo no início das acções de formação que ministrava à época. Para além de servir como “quebra-gelo” (icebreaker) o principal propósito era o de estimular a reflexão ao perguntar aos meus formandos: “O que significa isto para si?” Como consequência obtive as reacções mais diversas em relação aos factos apresentados e ao significado que estes poderiam ter nas suas vidas.
Em 2008As informações, prognósticos e/ou conclusões mais impressionantes contidas no vídeo produzido e realizado em 2008 são, para mim:
Existem um outro conjunto de informações nos incentivam a ver este vídeo na totalidade Em 2010 passei a usar outras técnicas e ferramentas para quebrar o gelo (icebreaker) no início das acções de formação de formação que ministrei. Em 2018 Fiquei surpreendido, em 2018, quando vi uma versão actualizada do vídeo “Did you Know” Vale a pena ver essa nova versão
Conclusão “A única coisa permanente é a mudança” – Heráclito Quais são, na sua opinião, as alterações mais significativas que ocorreram nos últimos 10 anos? Em que medida é que estas mudanças podem afectar a nossa profissão de Gestores de Projectos? Did you Know?In 2008 I had the opportunity, for the first time, to see the video produced and directed by Karl Fisch, Scott McLeod and Jeff Brenman: “Did you Know”? I started to incorporate it right at the beginning of the training actions I was teaching at the time In addition to serving as an “icebreaker”, the main purpose was to stimulate reflection by asking my trainees: “What does this mean for you?” As a consequence, I got the most diverse reactions in relation to the facts presented and the meaning they could have in their lives. In 2008 The most impressive information, predictions and/or conclusions contained in the video produced and made in 2008 are, for me:
There is another set of information that encourages us to watch this video in its entirety. In 2018 In 2010, I started using other techniques and tools to break the ice (icebreaker) at the beginning of the training courses I gave. I was surprised, in 2018, when I saw an updated version of the video “Did you Know”. This new version is worth seeing. Conclusion “The only permanent thing is change” – Heráclito What are, in your opinion, the most significant changes that have occurred in the past 10 years? How can this changes affect our profession as Project Managers? |
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The Leadership Solution in Organizations
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In the first article of this series of 3, the theme was addressed: "The paradigm of people as a whole". A simple way of thinking about life was suggested, addressing the 4 dimensions of the person as a whole, his needs, intelligences and attributes and how to light the inner fire and we find our voice. In the second, "People and Work", a reflection was made on what people expect from their work, the main chronic and acute problems and the response of companies and organizations of the industrial era to solve these problems. In this last article “The Leadership Solution in Organizations” the leadership solution to solve chronic problems is addressed. The 4 leadership roles are analyzed. The leadership solution in organizations The decision to inspire others to find their own voice takes us to the heart of the four chronic organizational problems that stem from the current model of the industrial age. Each person who has found their own voice has the power to rewrite the software of the industrial age (boss, rules, efficiency, control) that prevails in organizations. The process involves four functions that become the antidote to the four chronic organizational problems. Where there is little trust, we focus on shaping integrity to build trust. Where there is no vision or common values, we focus on moving towards creating a new vision and a set of common values. Where there is misalignment, we focus on aligning objectives, structures, systems and processes to encourage and align the valuation of people and culture, in order to serve the vision and values. Where there is weakness, we focus on valuing people and teams in terms of project or position. The four roles of the leader are not about leadership as a position, but as a proactive intention to affirm the value and potential of those around us and unite them as a complementary team in an effort to increase influence and impact on organizations and causes important that we are part. It should be remembered that, in a complementary team, the individual strengths (voices) become productive and the weaknesses become irrelevant because they are compensated for the strengths of the others.
The 4 Leader Roles are simply four qualities of personal leadership - vision, discipline, passion and awareness - on an expanded scale for the entire organization. To Model - (Conscience): Set a good example To Direct (Vision) - Determine the route together To Align (Discipline): Establish and manage systems to keep the course To Valuing (Passion): Focus talent on results, not methods, after getting out of people's way and helping them if they ask us. Whoever is in formal positions of authority in the organization can consider these four roles as a challenging but natural way of fulfilling their role. But to see them only as functions of top executives would perpetuate the codependent mentality in effect, which says: "it is the boss who thinks and makes important decisions”. The four roles fit everyone, whatever their position. They simply represent the way to increase our influence and the influence of our team in the organization.
Fonte: O 8º Hábito - Da Eficácia à Grandeza Stephen R. Covey
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People and Work
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In the last article, entitled: "The paradigm of people as a whole", was suggested a simple way of thinking about life, addressing the 4 dimensions of the person as a whole, his needs, intelligences and attributes and how to ignite the inner fire and we find our voice. Today we are going to reflect on what people expect from their work, the main chronic and acute problems and the response of companies and organizations of the industrial era to solve these problems People and work People make choices. Consciously or unconsciously, people decide how much of themselves they will dedicate to work, according to the way they are treated and the opportunities to use the 4 parts of their nature.
Only someone who is respected as a total person in a full-time job - who receives a fair wage, is neither treated, is used creatively and has opportunities to satisfy human needs with principles makes choices for lively cooperation, deep dedication or creative enthusiasm. Chronic and acute problems There are, in our body and in organizations, two types of chronic and acute problems. Chronic means underlying, causal, continued. Acute means painful, symptomatic, debilitating. Organizations like people have chronic problems that are not yet acute. Treating acute problems can mask the underlying chronic disease Not all chronic diseases have acute symptoms. Before these appear there are diseases (like cancer) that spread until it’s too late. Just because we don't see the superficial symptoms does not mean that the underlying problems are not present. The same applies to organizations. There can be serious chronic problems in an organization that does not show acute signs, because some organizations do not compete in tough, global markets: they compete in local or protected markets. If body, mind, heart or spirit are neglected, we will have four chronic problems in an organization - lack of confidence, lack of vision and shared values, misalignment and weakness - and all the acute symptoms that accompany them.
The joint results of these chronic problems and their symptoms are acute suffering from failure in the market, negative cash flow, low quality, inflated costs, inflexibility, slowness and many mutual accusations: a culture of blame, rather than a culture of responsibility. Industrial-era response What would be the reaction in the industrial age to these four chronic problems? If there is little trust and no moral authority, the boss is at the center - the leader knows what is best and makes all the decisions. “Do it MY way or get out. The rules will take the place of vision and mission. Misalignment? Make things more efficient: the machines, the standards, the people, everything. Efficiency matters. Weakening? You need to maintain control. We cannot trust people. The only way to get people to surrender is to use the carrot and the whip - show them the carrot (the rewards) to motivate performance and maintain a healthy level of fear with the whip (punishment or job loss) if the performance leave something to be desired.
Questions for reflection Are there any of these problems in your company and / or organization? In your opinion are they acute or chronic? What was the answer found in your organization to solve these problems? Are there other answers, different from those of the industrial age, that can be considered?
Fonte: O 8º Hábito - Da Eficácia à Grandeza Stephen R. Covey |
The paradigm of people as a whole
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The paradigm of people as a whole If we study philosophies and religions (Western or Eastern), from the earliest historical records we find the four dimensions of human beings: physical / economic, mental, socio / emotional and spiritual. The fundamental reality is that human beings are not things that need to be motivated and controlled. They are beings with four dimensions: Body, Mind, Heart and Spirit.
They also represent the 4 basic needs and motivations of all people: Live (survival), Love (Relationships), Learn (Growth and Development), Leave a Legacy (Meaning and Contribution).
The intelligences of human nature The 4 magnificent parts of our nature are body, mind, heart and spirit. Each of these parts corresponds to a capacity, or intelligence that we all have. Our physical or bodily intelligence (FQ), our mental intelligence (IQ), our emotional intelligence (EQ) and our spiritual intelligence (SQ). Physical Intelligence (FQ) Physical Intelligence (FQ) is another type of intelligence. Just think about what our body does without any conscious effort It directs our respiratory, circulatory, nervous and other vitally important systems. It is constantly analyzing the environment, destroying diseased cells and fighting for survival. Mental Intelligence (IQ) When we talk about intelligence, we usually think in terms of Mental Intelligence (IQ), that is, our ability to analyze, reason, think in an abstract way, use language, visualize and understand. Emotional Intelligence (EQ) Emotional intelligence (EQ) is self-knowledge, self-awareness, social sensitivity, empathy and the ability to communicate satisfactorily with other people. It is a sense of opportunity for social adequacy and courage to recognize weaknesses and express and respect differences. Spiritual Intelligence (SQ) Spiritual Intelligence is the central and most fundamental intelligence of all, because it is the source of guidance for the other three. It represents our impulse towards the direction and the connection with the infinite. Spiritual intelligence also helps us to discern the true principles that are part of our conscience and are symbolized by the compass.
People with high influence When we study the lives of all the people who have achieved great things - those who have had the most influence on other people, those who have made major contributions, those who have simply made things happen - we find a pattern. With persistent effort and inner struggle, these people greatly expanded their four human intelligences or capabilities. The highest manifestations of these four intelligences are:
These manifestations also represent our highest means of expressing our own voice. The Vision is to see with the eyes of the mind what is possible in people, in projects, in causes, in enterprises. Vision occurs when our mind joins need with possibility. Discipline consists of paying the price of turning vision into reality. It is dealing with the difficult, pragmatic, brutal facts of reality and doing whatever is necessary to make things happen. Discipline arises when vision is combined with dedication. Passion is the fire, the desire, the strength of conviction and the impulse that sustain the discipline to achieve the vision. Passion arises when human needs overlap with unique human talent. In the context of relationships and organization, passion includes compassion. Conscience is the inner moral sense of right and wrong, the impulse to seek meaning and to contribute. It is the guiding force of vision, discipline and passion.
A simple way of thinking about life I recommend this simple way of thinking about life: A total person (body, mind, heart and spirit) with four basic needs (Living, Learning, Loving and Leaving a Legacy) and four Intelligences or Capabilities (Physical, Mental, Emotional and Spiritual) and their highest manifestations (Discipline, Vision, Passion and Conscience), which together represent our four dimensions:
As we respect, develop, integrate and balance these four intelligences and their highest manifestations, the synergy between them ignites our inner fire and we find our voice. Fonte: O 8º Hábito - Da Eficácia à Grandeza Stephen R. Covey |
Make your point...Show me your power!
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Introduction The PMBOK Guide 6th edition has an appendix dedicated to the techniques and tools that are grouped together for their objectives. In a total of 132 techniques and tools, 72 of which are grouped into 6 groups according to the intention of what should be done and the different methods to achieve that intention. The remaining 60 tools and techniques are not grouped This grouping is performed in a table that crosses the process and area of knowledge with the techniques and tools Groups of tools and techniques The groups integrate a set of tools and techniques and have the following designations:
One of the techniques and tools used in Communication skills is presentations Show me your PowerPoint The use of audiovisual media was generalized to support the presentations Many people just read what they write and project when presenting To be more effective in presentations supported by PowerPoint (or any other program), I share some suggestions: 1. Only one message per slide 2. To guide the attention of recipients, resort to: - Contrast - Size of images and body of letters 3. Avoid using phrases while speaking 4. The background of the slides must be dark or black 5. Use 6 objects (maximum) per slide I share this video by David J.P. Philips on the topic:
Make your point...Show me your power! In order to have an impact on the audience, presentations must have 3 essential ingredients. To provoke reactions, to captivate, a presentation has to be:
Emotive Great communicators appeal to the mind and heart, but most people who make presentations forget to attend to the "heart" Singular Originality is the most effective attribute to capture someone's attention Memorable There is little point in presenting memorable ideas if the audience is unable to remember what was said Some tips to have more impact For a presentation to have a great impact, use the following structure
I share this video by Dananjaya Hettiarachchi where you can see how the presentation is structured and check the impact it causes
Conclusion This article addresses how to integrate the elements that distinguish inspiring presentations and the way we see ourselves as leaders and communicators
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