"Building Relationships for Successful Project Management" Keith Ferrazzi at CIO Summit
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- Опубликовано: 28 июл 2024
- www.keithferrazzi.com/speaking
"We had the privilege of hosting Keith Ferrazzi at our kickoff meeting for the critical implementation phase of our SAP-enabled Business Transformation program. It is an absolute imperative that we execute this phase flawlessly and our intention was to deeply engage our information technology team. Keith's animated style and ability to mix stories and humor with nuggets gleaned about AmerisourceBergen and our team truly understood the importance of relationships to our success. Keith drove home the message that our success on this program, as team members in general, and ultimately in life is largely dependent on being there for one another -- Having Each Other's Back. All of us walked away better for the experience, with an actionable template that will make us more successful."
Tom Murphy, Senior Vice President & CIO, AmerisourceBergen
TAKE AWAYS: Techniques that allow project managers to establish the most critical relationships to ensure team "buy in" and success..... Methods to ensure team cohesion by creating a "nobody fails" atmosphere..... Measurable definition of buy-in to achieve final outcome...... Series of exercises that leaders can utilize to create a safe place where innovation and creativity flourish...... Instruction on development of a Relationship Action Plan for your group to utilize with the top 250 relationships critical to your team's success...... Introduction of the building blocks to easily establish a systematic approach to relational project management and collaborative problem-solving...... Identifiable steps to developing a Relational Culture by demystifying the 4 mindsets of Intimacy, Generosity, Candor and Accountability and making these mindsets of collaboration the cornerstone of the corporate culture...... Building Relationship Teams for Successful Project Management will set forth the components of an actionabletemplate to allow managers to foster increased collaboration and teaming for greater corporate success. 
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This was great! I felt the truth here at a soul level, it makes such sense. Thanks for posting!
This was amazing! Thank you.
You are awesome...
I'm a big fan of yours (Y)
holaa. me encantaria verlo en español saludos
I love what's being said and learned something, but there's a caveat: There is no one personality type/behavior pattern that ensures all team members will respect the leader. You can look at any elections for U.S. president to see that. Being open, welcoming, caring, accepting, etc., won't guarantee that everyone will have your back. Here's what does work: High performing teams share a critical quality - focus on the goal. To accomplish that, team members need to have a high level of emotional development. Just like raising children, companies (not the project manager!) need to reward positive behavior and be absolutely, unequivocally staunch about making a 100% response to negative behavior. There are no shortcuts, such as creating a belief system that if someone behaves badly, someone else will be blamed, which only serves to give massive control to the badly behaved and jeopardizes the goal. While you yourself need to do everything taught in this lecture, it still won't guarantee project success. The other approach does. Over time, the team finally realizes there is only one way up. Only one. The team starts growing up and you can finally create a direct line to project success.
Well said, but how do you get team members 'to focus on the GOAL' when you don't even know, for argument's sake, that they are going through a divorce and nothing you say or do will get them interested in your GOAL? Aren't people the most important "ASSETS" in a business? After all, they are all free agents and must always choose to go along with your GOAL. Your approach may be effective but it is merely transactional and will not stand the test of time. We need to start working the way we were wired to live and begin working to LIVE instead of simply living to WORK. How much would a TEAM'S GOAL weigh, let us say, compared with the lost of a loved one? Everything is not always about the team's GOAL. Life happens and we should always take that into account if we want to bring happiness or realism into the workplace.
(note: I used capital letters because I could not bold them :) )
You just supported my argument. People are the key. So if the real "personal" goal is the humanity of the team members, then all the team members will treat others with respect for their humanity and not use any excuse for bad behavior. It's when people become selfish and see other people as objects that they behave negatively and their selfishness begins to interfere with the project. When the project is the focus, the personal agenda's are on a back burner and people treat others with regard. It's The Right Stuff.
I should add that focus on the goal (which high performing people do) does not mean that you can't commiserate with others. But it does mean that no team member uses their current unhappiness to damage the team's goal. If they can't perform, that's understandable. If they create a hostile work environment, that's not.
Lisa M It is interesting how you have chosen to use "Commiserate" instead of "empathize" or "sympathize" to relate to a major life event that might have prevented a team member from fully perforning. Commiserate implies expressions of pity where as empathize or sympathize imply understanding and the ability to share the feelings of another (Oxford Dictionnary). I guess, since the team's goal is the only thing that should really matter, the company must simply discard these team members for unwillingly creating "a hostile work environment" as you mentioned in your post. Well, that would be nothing new because it is already the way we currently do business. I guess Mr. Ferrazzi was advocating toning it down a little bit if we are interested in business relationships that go beyond transactions.
A key trait of those who create hostile work environments is the belief that everyone should feel their pain and forgive their behavior; anyone who doesn't is considered to be mean and lacking empathy. It never occurs to such harassers that when they create a hostile work environment, they show no empathy for person x or person z and surprisingly don't feel at all bad about themselves for it. They create a one-way street in their minds where all empathy is directed toward them. And bad companies are the ones that do nothing about it.