The Eight Essential People Skills for Project Management

Solving the Most Common People Problems for Team Leaders

Zachary Wong

• Éditeur: Berrett-Koehler Publishers
• Année: 2018
• ISBN:
  9781523097951
• Édition: 1
• Sujet: Business
• Sous-sujet: Project Management

Zachary Wong offers practical strategies, skills, and tools to help project managers diagnose and solve their toughest people problems. Based on decades in the trenches, the book shows how to confront and correct bad behavior, increase team performance and inclusion, turn around difficult people and poor performers, get people to do what you want them to do, boost employee motivation and attitude, reduce change resistance and risk aversion, and manage difficult bosses. Wong believes that the best team leaders are problem-solvers and facilitators, so this book provides problem-solving models and tools to diagnose people problems, and facilitative methods, processes, and techniques to correct them. It's an approach that can be personalized to fit any person or situation. Each skill is explained with a well-balanced mix of case stories, examples, strategies, processes, tools, and techniques along with illustrations, graphics, tables, and other visuals to clarify key concepts and their workplace application. To reinforce the most important learnings, Wong includes a "Memory Card" and "Skill Summary" at the end of each chapter.Nothing is harder than leading people and managing project teams. Being successful takes a combination of knowing human psychology, organizational behaviors, and human factors; having supervisory, process, and communication skills; ensuring good teamwork, high integrity, and strong leadership; and having the ability to integrate and apply these skills to a diverse work team. The Eight Essential People Skills for Project Management is designed for individuals, team leaders, and managers who oversee and coordinate the daily performance of others and who are seeking solutions that they can apply immediately.

Index

ABC Box Model, 160, 175, 176, 224

behavior, 146f

Box A, 147–150, 147f

Box B, 150–153

Box C, 153–157, 154f, 155f, 156t

consequences in, 153–157, 154f, 155f, 156t

motivation and, 166

recognition and, 146

risk taking and, 196

summary, 166–168. See also team behavior

ability, 19, 176, 183–189. See also ERAM; skills

absenteeism, 18, 21

accountability, 77, 120, 217, 224

low, 164, 208t

in teams, 81–83, 81f, 89

action: disciplinary, 21

fear and, 189

inaction and, 189

plans, 20, 26–27

risk taking and, 184f

self-confidence and, 189. See also inaction

active listening, 123–124

agreements, in performance reviews, 134–135

alcohol, 34–35, 38

ambition, team leaders and, 141–146

antecedent, behavior, and consequence. See ABC Box Model

antecedents, 146–150, 147f, 167, 177. See also ABC Box Model

appreciation, 65, 69, 96–97, 109–110

arrogance, 56

artisan personality type, 68–69, 68t, 69, 70t

assertiveness, 137

attitude, 21, 65

bad, 96, 109–110

behavior and, 71

boss and, 205

can-do, 205

employee, 205

empowerment and, 105

excitement and, 93–94

levels, 98–99, 99f, 109–110

motivation and, 100

negative, 100–101

performance and, 93

positive, 100–101

real-life cases of, 91–97

of teams, improving, 101

what drives, 100–101

authenticity, 53, 54–55, 59

authority, 17, 57

delegating, 46

results and, 51–52

sources of, 127

of team leaders, 36, 39

in wedge model of organization, 13f

autonomy, 220

avoidance, 67, 164, 185

background, skills and, 2

behavior, 29, 45

ABC Box Model, 146f

attitude and, 71

bad, 92–93, 95, 111

of boss, 1...