Thoughts - Top Traits of PM and Business
15:16
Posted by jason tratch
Understand and incorporate these qualities / skillsets into your work everyday!
Note: They have evolved over the past decade. Long ago, top qualities were all technical, then the focus became systems and communications. More recently, see below a list of the top 6 traits for today's successful business and project manager:
Note: They have evolved over the past decade. Long ago, top qualities were all technical, then the focus became systems and communications. More recently, see below a list of the top 6 traits for today's successful business and project manager:
1) Empathy
Tricky word to understand, becoming integral in the work place,
especially with new generations, every single one of us wants it but the work
place seems slow to adopt it (until now), merriam-webster defines it as:
- the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner; also: the capacity for this
In a world where we tend to think of business in terms of the bottom
line and financial metrics, a discussion of the role of empathy in business
seems like an indulgence. But is it really an indulgence, or is it a
marketplace imperative instead? We now
have studies that show how organizations with happy employees, strong
organizational health, empathetic leaders, and maybe even a social mission,
outperform their peers. See a good link
from Forbes on this:
2) Trust
A word we often over-look and take for granted, hard to earn and
easy to lose, merriam-webster defines it as:
- assured reliance on the character, ability, strength, or truth of someone or something, one in which confidence is placed
Success in projects and business unquestionably requires some
willingness to cooperate with and have faith in others. The question is, how
much faith and in whom? When your project budgets, finances and resources are
on the line, how can you do a better job of gauging trustworthiness and thereby
improve your likelihood of success? See
a good article from Harvard Business School below:
3) Communication
A word we humans have a tremendous level of variance in terms of how
we understand what this is and how it should be provided or received (huge risk
around successful delivery), merriam-webster defines it as:
- an act or instance of transmitting, information transmitted or conveyed, a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior; also : exchange of information
The ability to communicate with people at all levels is almost
always named as the most important skill by project managers and team members.
Project leadership calls for clear communication about goals,
responsibility, performance, expectations and feedback. There is a great deal of value placed on
openness and directness. The project leader is also the team's link to the
larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure
the success of the team and project. Through effective communication, project leaders
support individual and team achievements by creating explicit guidelines for
accomplishing results and for the career advancement of team members.
4) Cool Under Pressure
In a perfect world, projects would be delivered on time, under
budget and with no major problems or obstacles to overcome. But we don't live
in a perfect world
This type of skill must be practiced – and that environment is not fun. But you need to create an approach so when it occurs, you become systematic and grow and improve each time. Some good tips include:
- Do a dress rehearsal before the event (if you can predict it, go through it in your mind, prepare and visualize)
- Address most urgent need first (prioritize and attack in sequence)
- Listen (adrenaline will be flowing, people will want to run and shout, slow the pace, get multiple perspectives)
- Know when to take a breather (respect the stress you and others are under)
- Block out the white noise (anything unnecessary must be put to the back burner)
5) Collaboration
A word that we need to see the value that it brings, it is the true
skill that makes our earth move to the next level, merriam-webster defines it
as:
- to work jointly with others or together especially in an intellectual endeavor, to cooperate with or willingly assist an enemy of one's country and especially an occupying force, to cooperate with an agency or instrumentality with which one is not immediately connected
The most successful initiatives are driven by internal collaboration
across organizational divisions as well as partnerships with external
stakeholders to share mutual goals. "The more allies you have, the better," said David London,
senior director for US government relations at eBay, which is the group
responsible for the company's energy policy.
For more tips, see link below:
6) Problem Solver
One of the more traditional traits, still required in the PM field,
can have multiple definitions, Wikipedia defines it as:
- consists of using generic or ad hoc methods, in an orderly manner, for finding solutions to problems. Some of the problem-solving techniques developed and used in artificial intelligence, computer science, engineering, mathematics, medicine, etc. are related to mental problem-solving techniques studied in psychology.
Problem solving and decision-making are important skills for
projects, business and life. Problem-solving often involves decision-making,
and decision-making and there are processes and techniques to improve
decision-making and the quality of decisions.
See link below to learn several techniques that are always helpful:
Challenge yourself to practice these traits every single day?
Thoughts - When do you need Mentorship?
07:17
Posted by jason tratch
Answer - until you Die.
Who needs mentorship?
Answer - everyone, especially people in leadership/management positions.
Too often humans feel they achieve a level in their career, then they become content, complacent and feel they now have the knowledge and experience to plateau and give direction and manage others.
They then tend to focus on doing work in accordance to what they know best and feel most comfortable doing. Next thing you know, even more coasting occurs and attitudes such as "don't rock the boat - if it ain't broke, don't try to fix it - it worked before so it will work again".
What these types of people are missing is that every 1-2 years, somewhere in the world, what they know (as an expert) has changed and they are becoming out of date. New approaches and new learnings are available, but this will require growth, challenge, uncertainty and more intellectual work. It also requires a collaborative, open door mentality, since new things will come from outside your group, from outside your city, from outside your country!
So how can a professional maintain growth and ensure it is properly aligned with all the other variables and constraints that they have to deal with on a daily/weekly/monthly basis?
One amazing and simple tool that can address this is: Mentorship.
I am not talking getting a few people around and asking for their thoughts...... that is more about being a friend and often the truth will never come out in case feelings get hurt and often only exciting topics are discussed.
I am talking about a formalized, structured form of mentorship.
Formal mentorship should include:
- objectives (why)
- trusting stakeholders (who will you work with, who will see/discuss the mentorship)
- clarity on the role of the mentor and mentee
- accountability of the mentor and mentee
- confidentiality and confidence in privacy (is there a process)
- pure interest in the mentee (the mentor must have your best intentions in mind, way too often, people mentor and give feedback but also make themselves feel better or they simply focus on discussing mistakes and weaknesses, I have often found managers have low confidence and good intention is there, but the pure vested interest into helping the mentee is not fully there)
- plans and milestones (does not have to be single all encompassing, but smaller sub plans around smaller milestones, you are on a path and a marathon, not a sprint)
- documentation and records (collect, monitor, track, trend, optimize)
- quantifiable tools and techniques (the how) in order to support the mentee
- regular meetings (booked out as far as the plan states (e.g. weekly for 6 mths, biweekly or monthly for 1 year)
- structured agendas
- be flexible to what works for both the mentor and mentee (the road ahead will not be totally clear sailing, there should be fog, curves, obstacles, be open to adapt
Mentorship programs are often available in every city. If you cannot find one, simply go ask someone that you trust and feel there can be synergies. The mentee must feel comfortable and initiate the process. Also, one will be very surprised, the mentor gains much in this relationship. Mentors (like all humans) often like to share successes that they have had and also share their perspectives and opinions.
Final point, mentors do not have all the info at hand when giving their opinions, thus regard it as that - an opinion. They will never know 100%, but they will try to give their opinion based on the information that they have received at that time.
Attached below is a message from a great mentorship program locally run in SK.
The Raj Manek Mentorship Program is currently expanding our social media outreach. We’ll be posting thoughtful content regarding mentorship, leadership, productivity, strategy and other business-themed topics, as well as information about upcoming Program events, seminars and webinars on our LinkedIn Company Page. Please go to the following link directed to our LinkedIn Company Page, and click the follow button in the upper right-hand corner: http://linkd.in/1cQL8Oy
A few other links:
ted talks- The importance of mentors
Million Women Mentors - Business Case for Workplace Mentoring
Harvard Business Review - CEOs need mentors too
Who needs mentorship?
Answer - everyone, especially people in leadership/management positions.
Too often humans feel they achieve a level in their career, then they become content, complacent and feel they now have the knowledge and experience to plateau and give direction and manage others.
They then tend to focus on doing work in accordance to what they know best and feel most comfortable doing. Next thing you know, even more coasting occurs and attitudes such as "don't rock the boat - if it ain't broke, don't try to fix it - it worked before so it will work again".
What these types of people are missing is that every 1-2 years, somewhere in the world, what they know (as an expert) has changed and they are becoming out of date. New approaches and new learnings are available, but this will require growth, challenge, uncertainty and more intellectual work. It also requires a collaborative, open door mentality, since new things will come from outside your group, from outside your city, from outside your country!
So how can a professional maintain growth and ensure it is properly aligned with all the other variables and constraints that they have to deal with on a daily/weekly/monthly basis?
One amazing and simple tool that can address this is: Mentorship.
I am not talking getting a few people around and asking for their thoughts...... that is more about being a friend and often the truth will never come out in case feelings get hurt and often only exciting topics are discussed.
I am talking about a formalized, structured form of mentorship.
Formal mentorship should include:
- objectives (why)
- trusting stakeholders (who will you work with, who will see/discuss the mentorship)
- clarity on the role of the mentor and mentee
- accountability of the mentor and mentee
- confidentiality and confidence in privacy (is there a process)
- pure interest in the mentee (the mentor must have your best intentions in mind, way too often, people mentor and give feedback but also make themselves feel better or they simply focus on discussing mistakes and weaknesses, I have often found managers have low confidence and good intention is there, but the pure vested interest into helping the mentee is not fully there)
- plans and milestones (does not have to be single all encompassing, but smaller sub plans around smaller milestones, you are on a path and a marathon, not a sprint)
- documentation and records (collect, monitor, track, trend, optimize)
- quantifiable tools and techniques (the how) in order to support the mentee
- regular meetings (booked out as far as the plan states (e.g. weekly for 6 mths, biweekly or monthly for 1 year)
- structured agendas
- be flexible to what works for both the mentor and mentee (the road ahead will not be totally clear sailing, there should be fog, curves, obstacles, be open to adapt
Mentorship programs are often available in every city. If you cannot find one, simply go ask someone that you trust and feel there can be synergies. The mentee must feel comfortable and initiate the process. Also, one will be very surprised, the mentor gains much in this relationship. Mentors (like all humans) often like to share successes that they have had and also share their perspectives and opinions.
Final point, mentors do not have all the info at hand when giving their opinions, thus regard it as that - an opinion. They will never know 100%, but they will try to give their opinion based on the information that they have received at that time.
Attached below is a message from a great mentorship program locally run in SK.
The Raj Manek Mentorship Program is currently expanding our social media outreach. We’ll be posting thoughtful content regarding mentorship, leadership, productivity, strategy and other business-themed topics, as well as information about upcoming Program events, seminars and webinars on our LinkedIn Company Page. Please go to the following link directed to our LinkedIn Company Page, and click the follow button in the upper right-hand corner: http://linkd.in/1cQL8Oy
A few other links:
ted talks- The importance of mentors
Million Women Mentors - Business Case for Workplace Mentoring
Harvard Business Review - CEOs need mentors too
Tools - Pre-Sales Checklist
21:33
Posted by jason tratch
Do not underestimate "Pre-Sales or Concept" work activities that need to occur before you Initiate a project. The level of formality should be aligned with the Tier Rating of the project.
As discussed, before a project starts, you can set up a foundation (well worth it)..... or set up a mud pit (do not be surprised when that extra level of stress and anxiety appear - and help others understand this too).
PMI does not even do this approach justice. The PMI process groups start with Initiation.
I would like to see the following process groups:
This also helps people understand, business, operations and projects are all in the same family, they need each other and integrate with each other to deliver ultimate value for the client.
In this very first stage, one could leverage a checklist such as below:
As discussed, before a project starts, you can set up a foundation (well worth it)..... or set up a mud pit (do not be surprised when that extra level of stress and anxiety appear - and help others understand this too).
PMI does not even do this approach justice. The PMI process groups start with Initiation.
I would like to see the following process groups:
- Concept/PreSales
- Propsal
- Initiation
- Planning
- Executing
- Monitoring and Control
- Closure
This also helps people understand, business, operations and projects are all in the same family, they need each other and integrate with each other to deliver ultimate value for the client.
In this very first stage, one could leverage a checklist such as below:
ID #
|
Project
Tasks
|
1
|
Confirm key owners, influencers
and recipients
|
2
|
Define Justification (e.g.
market demand, business need, technology, legal, societal, client request,
etc)
|
3
|
Analyze Sales/RFP or other project documents that are associated with
starting a project
|
4
|
Define
very high level resource requirements (money, people, material, equipment,
tools, time, etc)
|
5
|
Identify
possible sources for resources
|
6
|
Confirm
engagement strategy
|
7
|
Analyze
Organizational Design capability and strength associated with potential work
|
8
|
Review project potential with business vision,
mission, mandate, values, strategy, model and objectives
|
9
|
Conduct peer reviews
|
10
|
Complete
Account Plan
|
11
|
Complete Sales Response Strategy and Documentation
|
12
|
Start
Project Proposal or Charter (as per methodology)
|
13
|
Review Key Information accuracy and levels of
risk/source of error
|
14
|
Confirm
Project approach (phased/staged workflow)
|
15
|
Understand negotiation strategies and boundaries
|
16
|
Review
Plans with resources
|
17
|
Refine and Present SOW and PSA
|
18
|
Attain final approval/modifications on formal
documents
|
19
|
Sign
off on SOW, PSA and formal documents
|
20
|
Identify
and begin Project Acceptance Table
|
21
|
Start
a high level (informal) lessons learned / feedback forum
|
22
|
Present
and ensure understanding of project vs operational environments and
approaches to be taken
|
23
|
Temper
the excitement of “wanting it all – or scope creep before we know what we are
even doing” - with the understanding of trade-offs, constraints and
prioritization (support management of expectations)
|
24
|
Enhance
the excitement of new value for the organization
|
25
|
Communicate
project gate closure and move to next stage
|
NOTE:
And of course, assumed it already an integral part of the Pre-Sales/Concept stage, is to ensure the value and the business case work. WE ALWAYS do work for a return in value and the level of probability of success associated with receiving that value is dependent on the risk tolerance of the organization. Ensure that is talked about and very clear, as always right at the start!
Thoughts - How Critical is Sales in Project Management
12:49
Posted by jason tratch
Some say Sales is the # 1 role in business. And business is very much made up of projects.
A great PM I know recently took 3 days of sales training which reminded me how important sales is within a project environment.
We all need to understand, respect and embrace sales. We are always selling tangible products/services, ideas, approaches, innovations, perspectives, and of course, aspects of: scope, schedule, budget, quality, resources, communications, risk management, procurement, safety, environment, documentation, etc.
The key for these types of sales is what we exchange for the sale. It does not have to be a monetary exchange, it is of the more pure form of sales. Think of it as more of a barter, which is "back to the basics" of selling. We sell something and we get something in return.
Thus sales is critical and we must also understand what helps it become more successful.
One thing to remember is that we all sell in different ways. I'd like to share a few tools and thoughts you may or may not agree with, but that is the beauty of sales (much like Project Management)...... there is no TRUE SINGLE approach, it depends on the person and the product/service and stakeholders involved.
So remember the similarities between sales and project management and ensure they both receive attention.
Lets cover a few simple myths and truths about sales:
Myth - sales is about numbers, and one should expect to fail the majority of the time
Truth: sales is about relationships and planning. With relationships come trust, that is what people want to have in a transaction or in a decision that needs to be made. Planning provides the confidence that what you say you can do you will be able to do. Especially if it is a plan that incorporates a systematic approach (e.g. project management methodology)!. Often junior sales processes do not have a solid plan, thus have that high rate of failure. Senior sales pick their battles and say no to ones that are not aligned with their plans and abilities.
Myth - all people can sell anything
Truth: there are many, many variables that make a successful sales person, and even then, you still have to align that skillset with the correct product/service to have success. You may also be more successful selling different things at different stages of your career, simply because your different levels of patience, confidence, expectations, judging of people, desire, humbleness, entitlement, persistence, passion, etc. Many personality traits influence success and it is very rare to see people that can sell diverse products/services within diverse cultures, environments and with diverse tools, equipment, support and training. Sales is tough and there is a reason that it is one of the highest paid professions.
Myth - with the right training you can quickly change your sales success
Truth: I wanted to emphasize this, so see the Truth above. Often we think to get trained and then it will be easy. That is not the case. Key thing is to pick your strengths and then align them to the job. Know what style you have and what can you sell with that style. Love and believe what you do and things will follow.
We truly live in a borderless world, where there is an over-abundance of choice. It is less and less about the product/service, since they can be found everywhere. And it seems that we all get too busy in the grind so often can't discover when we need to be sold something to help us get to that next level. Humans do not do well with so many choices, they buy less if there is more choice and delay longer before making a decision. Or we just stick to what works and get nervous about change.
Great people in sales understand how to bring forth and then manage a client's expectations. Be up front, ensure the sale is clear as to what is included in the exchange. It will never be perfect and there will be gaps, just ensure there is an incremental gain in value that follows a plan and then listen and focus on growth of the relationship to get to that next level and keep on climbing in a structured manner as possible.
A great PM I know recently took 3 days of sales training which reminded me how important sales is within a project environment.
We all need to understand, respect and embrace sales. We are always selling tangible products/services, ideas, approaches, innovations, perspectives, and of course, aspects of: scope, schedule, budget, quality, resources, communications, risk management, procurement, safety, environment, documentation, etc.
The key for these types of sales is what we exchange for the sale. It does not have to be a monetary exchange, it is of the more pure form of sales. Think of it as more of a barter, which is "back to the basics" of selling. We sell something and we get something in return.
Thus sales is critical and we must also understand what helps it become more successful.
One thing to remember is that we all sell in different ways. I'd like to share a few tools and thoughts you may or may not agree with, but that is the beauty of sales (much like Project Management)...... there is no TRUE SINGLE approach, it depends on the person and the product/service and stakeholders involved.
So remember the similarities between sales and project management and ensure they both receive attention.
Lets cover a few simple myths and truths about sales:
Myth - sales is about numbers, and one should expect to fail the majority of the time
Truth: sales is about relationships and planning. With relationships come trust, that is what people want to have in a transaction or in a decision that needs to be made. Planning provides the confidence that what you say you can do you will be able to do. Especially if it is a plan that incorporates a systematic approach (e.g. project management methodology)!. Often junior sales processes do not have a solid plan, thus have that high rate of failure. Senior sales pick their battles and say no to ones that are not aligned with their plans and abilities.
Myth - all people can sell anything
Truth: there are many, many variables that make a successful sales person, and even then, you still have to align that skillset with the correct product/service to have success. You may also be more successful selling different things at different stages of your career, simply because your different levels of patience, confidence, expectations, judging of people, desire, humbleness, entitlement, persistence, passion, etc. Many personality traits influence success and it is very rare to see people that can sell diverse products/services within diverse cultures, environments and with diverse tools, equipment, support and training. Sales is tough and there is a reason that it is one of the highest paid professions.
Myth - with the right training you can quickly change your sales success
Truth: I wanted to emphasize this, so see the Truth above. Often we think to get trained and then it will be easy. That is not the case. Key thing is to pick your strengths and then align them to the job. Know what style you have and what can you sell with that style. Love and believe what you do and things will follow.
We truly live in a borderless world, where there is an over-abundance of choice. It is less and less about the product/service, since they can be found everywhere. And it seems that we all get too busy in the grind so often can't discover when we need to be sold something to help us get to that next level. Humans do not do well with so many choices, they buy less if there is more choice and delay longer before making a decision. Or we just stick to what works and get nervous about change.
Great people in sales understand how to bring forth and then manage a client's expectations. Be up front, ensure the sale is clear as to what is included in the exchange. It will never be perfect and there will be gaps, just ensure there is an incremental gain in value that follows a plan and then listen and focus on growth of the relationship to get to that next level and keep on climbing in a structured manner as possible.
Tools - Recognition (amazing value for your dollar)
15:31
Posted by jason tratch
A company I know starts each executive reporting meeting with a "shout-out". Whereby each exec (round the table) has to recognize a person (something above and beyond). Then in addition, that exec sends a note to the person to let them know and to also recognize them again.
Wow, so much value in so many ways associated with such a simple process. A true leader creates a work environment in which people feel important and appreciated.
How often do you read about employee survey
results that stated: “the organization does not care about their employees
or the organization does not appreciate what I do”. The majority of those
surveys consistently ranked praise and attention from their managers as
the # 1 thing that would make them feel as if the company cared about them
and their well-being and result in more loyalty, enthusiasm and pride in
their work.
However, I also know of companies that over do it. You constantly here "good job". But quickly you lose clarity on exactly what was the good job, or are they serious, or expectations of praise on any and all aspects of your job.
So can try to focus on three key things:
a) find a consistent balance (when to praise and when not)
b) understand the platform from which to present it
c) make it as formal as possible (but NOT administrative)
To elaborate on b) as per above, it highly depends on the personality of the individual and the team that is receiving the recognition. Present it in front of peers, or the entire team, or an organizational event, etc. Maybe highlight it with a picture or a note in the news bulletin or social committee board. You need to establish the platform and at a minimum, understand how it will be accepted by the recipient and other surrounding stakeholders.
To elaborate on c) (as per above), you should at a minimum cover 3 things:
1) state what happened
2) explain why the individual is being recognized
3) emphasize how it impacted the project/company
Other Examples of how project managers can reinforce recognition include:
• Write a short personal note – add the small things that were noticed and
personalize it with a signature and a thank you. Tie in something outside
work if possible (e.g. appreciate the time spent away from family).
• Give a gift – the gift does not have to be expensive but has to
be sincere. Be creative, the gifts must be balanced between
individuals, groups and the entire team. Examples of types of gifts
include:
- corporate merchandise,
- gift certificates,
- motivational artwork,
- home improvement items,
- chocolate,
- gift baskets,
- dollar store items;
- days off;
- pass to leave work early;
- flexible scheduling;
- food (breakfast, lunch, supper, treats, donuts, ice cream, etc.);
- catered lunches (with special themes);
- external food (BBQ, restaurants, hotdog vendors, etc);
- cakes for special occasions (events, birthdays, milestones, work anniversaries, holidays, etc.);
- formal training, conferences, lunch presentations;
- memberships (e.g. associations);
- professional educational support (e.g. classes, certifications);
- something for their significant other.
• Give cash or options
or bonuses – ensure the focus is not the gift but the reason why the
reward was given. This ensures that when the money has been spent, the
employee remembers the recognition.
• Keep it simple - if you are extremely short on time, schedule reminders in your calendar to recognize a minimum of 1 person per week. This could include a simple thank you and some details of how you are aware what happened, why the individual is being recognized and how it will make an impact.
Tools - Microsoft Project Steps before Baseline
10:23
Posted by jason tratch
MS Project is not an easy tool, but it creates one of the
best Gannt Chart or Schedule display tools you can get.
People ask for a simple guideline that can be followed to
create a Baseline for the Schedule.
Note: I also recommend following this if you are looking to
track real costs, or levels of "Effort" (as PMI would call it) but in
the MS Project software it is called "Work". One must clearly
understand if you are tracking Calendar Time vs Duration vs Work. Each tells a different story and has their
place.
12 Steps Before Baseline and the Sequence to do it in,
includes:
1) Project Start Date (Project - Project info)
2) Calendar (Project – Change working time)
3) Effort Driven Schedule (File - Options – Schedule)
· New tasks
created (Auto)
· Work is
entered in: (Days)
· Default task
type (Fixed Work)
Note: Duration = Work/Units
(Advanced – Display Options)
· Show Project
summary task
4) Task Entry (Deliverables, Work Packages, Tasks)
5) Activity Sequencing, Dependencies/Linking (FS then SS, FF)
6) Resource Sheet (enter initials)
7) Assign Resources to tasks
8) Assign level of effort (Work)
· Milestones
(zero effort)
9) Level resources, alter resources
10) Verifications
11) Set the baseline
12) Track Actuals and Progress (% work complete)
· % Work
Complete Column
· Bar colours
and styles, bar text
· Critical Path
(View – Highlight)
· Red/Dashed
Status Date (Project - Status Date – right click gridlines)
PMTip - EQ Core Capacities
11:33
Posted by jason tratch
I took an EQ Assessment & continually go
back to it - to continually learn more about myself.
It puts a formal approach and more of a science around how I work with
different types of people under different types of environments. It is never black and white, however, this is essentially a tool that lets me grow in one of the most critical aspects of project management and business (relationships).
Objectives of this assessment were to
self-identify how well one can manage relationships in the midst of uncertainty (and thus this will also include how we manage risk, complexity, conflict and stress).
The assessment talked about 3 key building blocks. By studying and understanding them, one can build tolerance, resilience, and adaptability, and give new capabilities to relate more effectively with others.
The assessment talked about 3 key building blocks. By studying and understanding them, one can build tolerance, resilience, and adaptability, and give new capabilities to relate more effectively with others.
It is so important to realize how
projects are managed today versus in the past. The focus today is so much more on
the "people side" vs the "systems side", and thus must include a focus on both yourself and the external people you interact with.
There are many assessments out there, the three core capacities that were focused on for my assessment included:
There are many assessments out there, the three core capacities that were focused on for my assessment included:
1) Self-Reflection
Self-Reflection is the ability to access
and name our experience, including our feelings, thoughts, wants, intentions,
and body sensations, and the ability to observe our thoughts, feelings, and
behavior in the moment as we participate in life. Having the ability to first experience and name our experience, to
differentiate our experience from others, and to reflect and learn from our
experience is fundamental to emotional intelligence, the very driver of our
capacity to learn and grow. It is key to know one-self.
2) Self-Regulation
Experiencing varying levels of distress and
pain is a natural part of life. This causes us to feel some degree of
disequilibrium. Self-soothing is the capacity to experience our distress and
manage it in ways that help us reestablish our equilibrium or balance without
requiring others to change. We all soothe ourselves and our emotions daily in a
variety of positive and negative ways, both alone and in relationship. It is key to measure how we regulate our
emotions.
3) Empathy
Empathy is the ability to identify and analyze what
another person is experiencing and to know what that must be like; to "get
into another person's shoes." Deep empathy also will include an understanding how the other person is feeling. It is key to measure our levels of accuracy and compassion.
For more details, can start by visiting sample websites below of some great people that know this area:
http://www.knollandassociates.ca/programs/
http://learninginaction.com/free-download/
(Note: the link above also has a free download)
http://www.knollandassociates.ca/programs/
http://learninginaction.com/free-download/
(Note: the link above also has a free download)
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