PMICAC: Professional Development and eDISC

Growing Into YourselfA Professional Development Strategy

PMICAC

Presenter: Keith Rickles

21 April 2015

Agenda

• History & Relevance

• Defining professional development

• How to begin

• Critical skills

• Being well rounded

• A skill we all need

• How to manage PD on your own

• Resources

“Your current situation is your starting point.”

~Overheard on a flight

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70%

US Census: % Urbanized Population(1)

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70%


The Industrial Revolution ended

between 1820 - 1840

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18

57

The Oxford English Dictionary recognized the term

“professional development”

Agenda


• Why professional development

• How to begin

• Critical skills




• Resources

“It wasn’t raining when Noah built the ark.”

~Howard Ruff

Professional Development

A personal continuous improvement plan lasting the duration of your career.



for yourself



a process you design to help you constantly pursue making yourself the best fit for your plan



something you intend to do(e.g., stay relevant and employed)

Agenda



• How to begin

• Critical skills




• Resources

“What you get by achieving your goals is not as important as what you become by

achieving your goals.”

~Thoreau

A Simple PD Process

Goal What do you want?

Assessment What skills are needed to reach the goal?

Gap analysis What skills do you lack?

Reality check Do you have the time, energy, resources…

Plan How you will make it to your goal

Agenda



• How to begin

• Critical skills




• Resources

Common Professional Skills

• Problem Solving

• Communication

• Analytical

• Strategic (big picture)

• Tactical (details)

• Time Management

• Organization

• Financial Acumen

• General Business

• Industry

• Management

• Leadership

• Planning

• Decision Making

• Negotiating

• Work-Life Balance

• Technology Master

• Selling

• Math

• Budgeting

Commonly Desired Behaviors

• Good Attitude

• Team Player

• Manage Stress

• Appropriate Emotions

• Initiative

• Flexibility

• Drive

• Creativity

• Content

• Decision Making

• Negotiating


• Confidence

• Humility

• Self-awareness

• Integrity

• Innovative

• Focus

Agenda



• How to begin

• Critical skills




• Resources

The well rounded fallacy.

Be specialized.

Agenda



• How to begin

• Critical skills




• Resources

Our Focus

• Problem Solving

• Communication

• Analytical

• Strategic (big picture)

• Tactical (details)

• Time Management

• Organization

• Financial Acumen

• General Business

• Industry

• Management

• Leadership

• Planning

• Decision Making

• Negotiating


• Technology Master

• Selling

• Math

• Budgeting

Our Tool: eDISC

• A behavioral assessment

• Not a personality test

• Situational

• Focus on interpersonal communication

personality

the set of emotional qualities, behaviors, interests, and skills that distinguishes one person from another person

how an individual acts in a situation

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

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Conscientiousness Dominance

Steadiness Influence

Trust & Integrity Respect & Results

Friendliness & Appreciation Admiration & Recognition

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

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Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Appears reserved & timidInquisitive

Precise & enjoys detailsLikes routine

Labors before making a decisionDoesn’t feel need to speak

Appears hurriedStates opinions as facts

Interrupts & is directEasily irritated

Makes decisions quicklyHow does this help me?

Not easily excitedGood listener

ThoughtfulLikes own space

Uncomfortable with sudden changeNeeds time to think

Open & friendlyTalkative & animated

Poor listener & seems aloofSpontaneous decisionLike physical contractDoesn’t deal in details

Complementary

Complementary

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dTrust & Integrity Respect & Results


PreciseFollows rules

Logical

Pro

s

Pro

s

Pro

s

Pro

s

Co

ns

Co

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Co

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Co

ns

WithdrawnStuck in details

Paralyzed by risk

Conscientiousness

DecisiveConfident

Independent

OverbearingSelf-centered

Exceeds authority

Dominance

CalmTrustworthy

Good listener

StubbornResists new ideas

Avoids expressing opinions

Steadiness

SociableEnthusiasticPersuasive

CarelessRushes into/out of

Dramatic

Influence



Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

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Star Wars


Logical

Pro

s

Pro

s

Pro

s

Pro

s

Co

ns

Co

ns

Co

ns

Co

ns


Paralyzed by risk

Conscientiousness

DecisiveConfident

Independent


Exceeds authority

Dominance

CalmTrustworthy

Good listener



Steadiness



Dramatic

Influence



Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

Nat

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Task Oriented

People Oriented

Slo

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Pac

e Faster Pace

Complementary

Complementary

Nat

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Example: Systems overhaul project

during the Great Recession

Project Factors

• Goal: Save $ by automating as much as possible

• Team relocated for 18-months

• Systems replaced: 400 telematics devices, controls for 36 plants, transactional, time keeping/payroll

• New: integration for all systems to an upgraded financial system

The Players

2 – Old Staff1 – Me

1 – New Staff

3 – Vendors1 – New Staff2 – Old Staff

1 – ERP Vendor1 – HR Vendor

Project Team

0

1 – New VP (but long history)

1 – New OM (helped select him)

1 – New Mgr1 - Controller

5 - Users 1 - User

Business Team

Friction

2 – Old Staff1 – Me

1 – New Staff

3 – Vendors1 – New Staff2 – Old Staff

1 – ERP Vendor1 – HR Vendor

Project Team

0

1 – New VP (but long history)

1 – New OM (helped select him)

1 – New Mgr1 - Controller

5 - Users 1 - User

Business Team

Project Results

• Project came in 6% under budget

• Changes: 200 telematics, 30 plants, built a centralized office

• Savings: Never accurately calculated because the economy continued to crash. The Atlanta building market contracted by 85%.

At the end of a regular 9AM staff meeting, your boss asks you to stop by his office

in about 10 minutes...

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Leaves quietly and immediately begins investigating every project worked on in the last 6-months.

It must be a promotion or raise. Probably both.

Something is screwed up and I have to handle it. I better call my wife

and let her know I’m going to miss dinner again.

What does he want? I already Tweet and handle FB. What time do the Lumineers come on at Iron City? Oooh! I bet he wants me to be interviewed for an article. I’m

hungry. What time is it?

Complementary

Complementary

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Logical

Pro

s

Pro

s

Pro

s

Pro

s

Co

ns

Co

ns

Co

ns

Co

ns


Paralyzed by risk

Conscientiousness

DecisiveConfident

Independent


Exceeds authority

Dominance

CalmTrustworthy

Good listener



Steadiness



Dramatic

Influence



Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

Nat

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Multi-step Exercise: Putting this into Practice

(Grab some Post-it® Notes)


Logical

Pro

s

Pro

s

Pro

s

Pro

s

Co

ns

Co

ns

Co

ns

Co

ns


Paralyzed by risk

Conscientiousness

DecisiveConfident

Independent


Exceeds authority

Dominance

CalmTrustworthy

Good listener



Steadiness



Dramatic

Influence



Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

Nat

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Adapting your communication style.

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

• Allow small talk.• Acknowledge moods.• Add expressive words.• Watch out for appearing cold.• Provide details only when asked.• Don’t be condescending.

• Focus on feelings. • Be aware of emotions.• Talk less. Listen more.• Slow down. Don’t show irritation.• Allow small talk. • Don’t be a jerk.

• Speak up.• Control your emotions.• Speed up a bit. • Tie details to big picture.• Say so when you need a few

minutes to think.• Smile.

• Stop talking. Listen.• Take notes or make pictures in

your head to focus.• Keep emotions in check. Listen.• Stay on task.• Slow down and include details.• Remember to listen.

Complementary

Complementary

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How to communicate with each behavioral style.

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Be logical.• Use data, facts, and examples.• Focus on quality of materials and

the relevance of the subject.• No personal issues or questions.• Avoid new solutions.• Multi-faceted approach.

Results oriented approach.• Be direct and brief.• Stick to business.• Ensure he wins.• Summarize. Be ready with details

if asked.• Leave emotions at the door.• Act quickly.

Build trust.• Be consistent with every

communication.• Draw out opinions.• Relax. Move at his/her pace.• Provide the level of information

requested. • Follow up.

Focus on feelings.• Start with socializing.• Ask about feelings toward subject.• Lean in. Smile. Laugh.• Make sure you give recognition.• Maintain a friendly rapport.

Complementary

Complementary

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Go through this exercise each time there is a new person.

Agenda



• How to begin

• Critical skills




• Resources

“Pursue imperfect progress.”

~Jadah SellnerFounder of Simple Green Smoothies

From a presentation at the 2014 WDS

A Simple PD Process

Goal What do you want?

Assessment What skills are needed to reach the goal?

Gap analysis What skills do you lack?

Reality check Do you have the time, energy, resources…

Plan How you will make it to your goal

“If the plan doesn’t work, change the plan. Never change the goal.”

~Anon

Project Managers

• Specially equipped to plan and execute a personalized PD initiative

• Find your niche within PM

– Focus on further developing your core strengths

– Fill team with people who cover your weaknesses

– Find how can you be a specialized PM

• This is a process

• Plan accordingly

“Don’t be upset by the results you didn’t get with the work you didn’t do.”

~Anon

Summary

• Avoid being well rounded. Remember the baseball.

• Be known for a specific set of skills in which you excel. It helps you focus, grow, and differentiate yourself. And stay marketable.

• Always improve communication. This is a foundational skill for all aspects of life.

• Do develop or improve other skills you need for achieving your goals. See resources at end.

Agenda



• How to begin

• Critical skills




• Resources

Resources: BooksSpeaking No book will do. Find a class or form a practice group.

Presenting Resonate by Duarte (I highly recommend the iPAD version)

ManagementAnything by Drucker

Successful Manager’s Handbook by Gebelein et al

General BusinessThe Goal by Eliyahu Goldratt

Flawless Consulting by Peter Block

Business ModelingBusiness & Competitive Analysis by Fliesher & Bensoussan

Business Model Generation by Alexander Osterwalder

WritingOn Writing by Stephen King

Writing That Works by Roman & Raphaelson

Creativity A Whack on the Side of the Head by von Oech

Finance HBR Guide to Finance Basics for Managers

Resources: Periodicals

• Harvard Business Review

• MIT Business Review

• Wall Street Journal

Resources: Blogs / Sites

• WaitButWhy– Intelligent, witty, in depth, and a lot of bad

language

• ChangeThis– Manifestos

• Raptitiude– Quirky, intelligent

• mrmoneymustache– Off the deep end of saving money.

Resources: Printing

• Print friendly eDISC slides at end

Sources

Slides 5 – 7

• Census information: http://srufaculty.sru.edu/james.hughes/100/100-6/d-6-10.htm

• End of Industrial Revolution estimated between 1820 – 1840 from Wikipedia

• Origination of the term Professional Development recognized by the Oxford English Dictionary in 1857

Slide 23

• Baseball image: https://thenypost.files.wordpress.com/2014/09/ball.jpg?w=720&h=480&crop=1

Slide 24

• Image of tattered baseball : http://www.theglobalipcenter.com/wp-content/uploads/2013/10/baseball-tattered-e1382550954177.jpg

Slides 46 & 48

• Luke: http://www.cinemablend.com/images/news_img/69640/star_wars_69640.jpg

• Han Solo: http://img2.wikia.nocookie.net/__cb20111204212526/starwars/images/f/fc/HanChillinAtChalmuns-ANH.jpg

• C3PO: http://www.blastr.com/sites/blastr/files/c3po.jpg

• Darth: https://www.sideshowtoy.com/wp-content/uploads/2014/12/902320-product-thumb1.jpg

All boat pictures from Van Dam boats: http://vandamboats.com/

http://srufaculty.sru.edu/james.hughes/100/100-6/d-6-10.htm

https://thenypost.files.wordpress.com/2014/09/ball.jpg?w=720&h=480&crop=1

http://www.theglobalipcenter.com/wp-content/uploads/2013/10/baseball-tattered-e1382550954177.jpg

http://www.cinemablend.com/images/news_img/69640/star_wars_69640.jpg

http://img2.wikia.nocookie.net/__cb20111204212526/starwars/images/f/fc/HanChillinAtChalmuns-ANH.jpg

http://www.blastr.com/sites/blastr/files/c3po.jpg

https://www.sideshowtoy.com/wp-content/uploads/2014/12/902320-product-thumb1.jpg

http://vandamboats.com/

Thanks for your time

• Q&A

• Find this slide deck here:– Slideshare: /keithrickles

• http://www.slideshare.net/KeithRickles/presentations

• Get in touch– Blog: keithrickles.com

• http://keithrickles.com/

– LinkedIn: /keithrickles• https://www.linkedin.com/in/keithrickles

– Email: emailkeith at keithrickles.com

http://www.slideshare.net/KeithRickles/presentations

http://keithrickles.com/

https://www.linkedin.com/in/keithrickles


Logical

Pro

s

Pro

s

Pro

s

Pro

s

Co

ns

Co

ns

Co

ns

Co

ns


Paralyzed by risk

Conscientiousness

DecisiveConfident

Independent


Exceeds authority

Dominance

CalmTrustworthy

Good listener



Steadiness



Dramatic

Influence



Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Complementary

Complementary

Nat

ura

l Ble

nd

Natu

ral Blen

d

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

• Allow small talk.• Acknowledge moods.• Add expressive words.• Watch out for appearing cold.• Provide details only when asked.• Don’t be condescending.

• Focus on feelings. • Be aware of emotions.• Talk less. Listen more.• Slow down. Don’t show irritation.• Allow small talk. • Don’t be a jerk.

• Speak up.• Control your emotions.• Speed up a bit. • Tie details to big picture.• Say so when you need a few

minutes to think.• Smile.

• Stop talking. Listen.• Take notes or make pictures in

your head to focus.• Keep emotions in check. Listen.• Stay on task.• Slow down and include details.• Remember to listen.

General Guide to Improving Your Communication

Complementary

Nat

ura

l Ble

nd

Natu

ral Blen



C D

IS

Task Oriented

People Oriented

Slo

wer

Pac

e Faster Pace

Be logical.• Use data, facts, and examples.• Focus on quality of materials and

the relevance of the subject.• No personal issues or questions.• Avoid new solutions.• Multi-faceted approach.

Results oriented approach.• Be direct and brief.• Stick to business.• Ensure he wins.• Summarize. Be ready with details

if asked.• Leave emotions at the door.• Act quickly.

Build trust.• Be consistent with every

communication.• Draw out opinions.• Relax. Move at his/her pace.• Provide the level of information

requested. • Follow up.

Focus on feelings.• Start with socializing.• Ask about feelings toward subject.• Lean in. Smile. Laugh.• Make sure you give recognition.• Maintain a friendly rapport.

Complementary

Nat

ura

l Ble

nd

Natu

ral Blen



C D

IS

Tips on Communicating to Each Behavioral Style

PMICAC: Professional Development and eDISC

Career

Transcript of PMICAC: Professional Development and eDISC