1. Bringing Your “A” Game: Authentic Leadership in Project Management Michael R. Van Dyke, PMP SERENGETI ENTERPRISES, Inc. (703) 850-1951 * (540) 554-4533 info@SerengetiEnterprises.net

2. Serengeti Enterprises, Inc. Training Customized in-house Northern Virginia Community College (NOVA) Teambuilding Activities Meetings, events, brainstorming Coaching for teams and individuals

3. Authenticity Being who we are Recognizing who we are Acknowledging we are all different Looking at the context from which we came Leveraging our strengths within a group

4. 3 Factors within 3 Cultures Factors Brain style Gender Communication preferences Developed within cultural contexts Country of Origin Generation Work experience (Business culture)

5. Brain Style Genetic, Hardwired Window on the World Personality as measured by: Myers-Briggs DiSC Colors System

6. Gender and Leadership Traditional view Management Theory development Men lead the “right” way Feminist view Focus on what women do “better” Androgynous Towards Gender Intelligence Leverage strengths

7. Men and Women are Different Brain scans world-wide reveal subtle differences Structure Blood Flow/Electrical activity Chemical make-up Genetically predisposed to certain tasks Equivalent to being right or left-handed

8. Males Tend to: Focus on hierarchy and systems Relate through ritualized action Downplay emotion Promote individual risk taking Sacrifice individual thinking and feeling in deference to authority Develop self-worth through challenge

9. Females Tend to: Emphasize complex, multitasking activities Bond through extended conversation Use emotion and relationship building Promote team consensus Develop self-worth through encouragement

10. Leverage Use strengths like other SME skill sets Examples: Mixed gender negotiation teams Male PM chose female advisor Female PM selected male mentor Know other gender skills Recognize own gender limits

11. Communication Styles Behavior Preference Active – Reserved Direct – Diplomatic Facts – Emotion/Relationship Bullet Points – Details Linked to Brain style

12. Cultural Contexts Country of Origin Generation Work culture (organizational and team)

13. “Country” is too Broad Region Rural – suburban – urban Ethnicity Hofstede’s Cultural Dimensions Power distance Individualism Masculinity Uncertainty Avoidance Long-term Orientation

14. Hofstede Graph Examples China Venezuela Finland USA from geert-hofstede.com

15. Generational Culture Silent born before 1945 (64 years old+) Baby Boomers born 1945-1960 (39-64 years old) Gen X born 1961-1981 (28-38 years old) Gen Y born after 1982 (16-27 years old)

16. Generational Characteristics Silent disciplined, self-sacrificing, loyal Baby Boomers optimistic, competitive, personal accomplishment, hard-working Gen X independent, adaptable, desire immediate & ongoing feedback, multicultural Gen Y self-confident, group-oriented, good with technology, multi-taskers, work-life balance

17. Organizational Culture Set by nominal leader or industry Example: military versus civilian or overlap Obvious differences Commercial Government Non-profit Work experience brought by team members

18. So What? Spend time reflecting on who you are Note advantages, drawbacks, assumptions Observe project team members Commonalities, differences, friction Brainstorm, Plan, & Communicate Strategies for effective teamwork with you as the leader

19. Contact Information Michael R. Van Dyke SERENGETI ENTERPRISES, Inc. (703) 850-1951 * (540) 554-4533 info@SerengetiEnterprises.net www.SerengetiEnterprises.net Leadership and Team Tips blog: http://teambuilderybu.wordpress.com