Talking Points & Agenda: * Reminder of what EQ is – The 5 dimensions * How to use EQ in project engagements * EQ impact and effects on project execution * Consequence of leveraging EQ on project results Learning Objectives: Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results. About the Speaker: Dr. Naji Bejanni Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program. He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs. He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents. Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them. Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies. Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking. He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV. Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education

1. Why is EQ essential for project
management?
P.M.I. Conference, Beirut
October 26th, 2017
By: Naji Bejjani
Tel: 961-3-104-222 / 961-3-222-107 - info@nbtsi.com
Facebook Page + Group: Naji Bejjani’s Training System –
Linkedin - Youtube
www.nbtsi.com
Tel: 961-3-104-222 / 961-3-222-107
Emotional Intelligence @ Work

2. Objectives of this conference :
The objective of this conference is to
demonstrate the essential role that
Emotional Intelligence (EQ) plays in the
successful implementation of a project.

3. Plan of this conference:
- Reminder of the meaning of EQ.
- Essential traits of a good project manager (PM).
- Quotes reflecting some challenges in project management.
-Common challenges that occur during the implementation of a
project.
- How does EQ deal with those challenges?
- How do the components of EQ relate to the project
management’s knowledge areas?
- Peter Drucker’s 8 recommended practices of project
management.
- 6 inner needs of a human being.
- The 5 famed M.A.G.I.C. keys of employee engagement.
- The 3 major sources of successful project management in a
PM’s profile and behavior.
-2 acronyms that reflect the major role that EQ plays in the
profile and behavior of a PM.

4. Emotional intelligence describes the ability capacity,
skills, or self perceived ability to identify, assess
and manage the emotions of one’s self, of others and
of groups.
Almost 90% of success in attributable
to EQ.
DEFINITION

5. EMOTIONAL INTELLIGENCE
Self-
Awareness
Self-
Regulation
Self-
Motivation
Social-
Awareness
Social-Skills
Emotional
awareness
Influence
Communication
Leadership
Change
Conflict
mgt
Building
bonds
Collaboration
& Team
Achievement
Initiative
Optimism
Empathy
Service
Orientation
Accurate
assessment
Self
Confidence
Self-
Control
Trust
worthiness
Adaptability
Conscientiousness
Innovation
Commitment
Developing
others
Leveraging
diversity
Political
awareness

6. DANIEL GOLEMAN
If your emotional abilities aren’t in
hand, if you don’t have self-
awareness, if you are not able to
manage your distressing emotions, if
you can’t have empathy and have
effective relationships, then no matter
how smart you are, you are not going
to get very far in your life.

7. Some essential traits of a good PM:
From the audience:
-

8. Some essential traits of a good PM:
Predictive
Energized
Enthusiastic
Knowledgeable
Honest
Integrated in the team
Consistent
Compliant
Inspiring
Improving

9. Quotes reflecting some challenges in project
management:
• “Rather than charge forward, we saw the body language
and decided that a compromise was necessary.”
• “He could sense some negative emotion and so decided to
tell a story with humor.”
• “In the excitement of having taken a given decision, the
reality of implementing a package solution was
underestimated.”
• “The project was full of negative emotions.”
• “What made him one of the best project managers I’ve
ever had were his leadership qualities.”

10. Common challenges that occur during the
implementation of a project:
From the audience:
-

11. Some challenges that occur during the
implementation of a project:
• Poor Communication
– Many times a project may fail because the project
team does not know exactly what to get done or
what's already been done.
• Disagreement
– Project must meet all elements in a contract.
– Customer and project manager must agree on
numerous elements.
• Failure to comply with standards and regulations.
• Personality conflicts.
• Poor management
• Poorly defined project goals

12. How does EQ deal with those challenges?
Main emotional intelligence competencies that are
important for the successful management of projects:
- Empathy.
- Inspirational leadership.
- Teamwork and collaboration.
- Conflict management.
- Influence.
- Change catalyst.
- Service orientation.
- Organizational awareness.

13. How do the components of EQ relate to the
project management’s knowledge areas? - 1
• Time Management: When your team faces time pressures, knowing
how they think and how to get the best out of them can help you
work out a solution to help them deliver more. Being emotionally
intelligent can help you frame a request to a sponsor in a way that
gets you more time or more money to pay for extra resources.
• Quality Management: Working, for instance, with auditors can
involve difficult negotiations. EI can help you balance the needs of
the team and the auditor and get the audit completed successfully.
• Human Resource Management: This is perhaps the most obvious
area to apply EI. You can use it for conflict resolution, negotiations
and building good working relationships with your colleagues and
peers.
• Communications Management: You should always adjust your
communication method to what the recipient needs, not what you
need. EI helps you identify what they need and therefore makes your
communications more successful.

14. How do the components of EQ relate to the
project management’s knowledge areas? - 2
• Risk Management: EI is a tool to assist in risk brainstorming
and is especially useful when you have to prioritize risks and
the team cannot come to a consensus on the highest priorities.
• Stakeholder Management: EI lets you work through
challenges with stakeholders. Think office politics!
• Integration Management: EI is the thread that ties together all
of your working relationships. It’s the basis behind how you
present information, how you work with someone who’s
experiencing challenges, and how you choose to communicate.
It’s at the core of everything we do because it is difficult to
imagine a world where we can truly separate our soft skills
from our technical skills. One is closely intertwined with the
other and supports it.

15. Peter Drucker’s 8 recommended practices of
project management: - 1
• Ask "What needs to be done?" Project executives are not the doers on
any project. Still, project team members keep doing what they are used
to do. Or worse, doing what the plan says to do. Project team members
learn, innovate, and face the unexpected. The PX can bring a
perspective that shifts the drift of the project.
• Ask "What is right for the (project)?" Projects are single-purpose
networks of commitment undertaken by temporary social systems. It is
easy to imagine constituencies pursuing what is right only for them
without regard to what is right for the project as a whole. As
temporary organizations it might be hard to uncover the differences in
the aims of the constituencies. Use your role as PX to bring the
intentions of the many into alignment with the aims of the project.
• Develop (project) plans. This is where the PX can shine. Action plans
are "statements of intention that need to be revised" as people have
success or failure with the plan. The same is true for project plans.
Project teams need help adjusting and revising project plans as they
learn and innovate.

16. Peter Drucker’s 8 recommended practices
of project management: - 2
• Take responsibility for decisions. Selecting people for projects is one
of the more important roles of the PX. It is neither art nor science.
While we might try to follow a rule of assigning roles based on
strengths, talents, and interests, we can make mistakes in our
assessments. Own up quickly to your project organization decisions.
Temporary organizations can't tolerate the inaction when it comes to
team members that are not performing as needed.
• Take responsibility for communicating. One common sense view of
communication is as information needs. Projects have different
communication needs. The need is for the everyday functioning of
the commitment-making and keeping practices of the team. The
strength of the project team is developed in the network of
commitment on the project. See to it that people have the habit of
making and securing reliable promises.

17. Peter Drucker’s 8 recommended practices
of project management: - 3
• Focus on opportunities, not problems. Project teams are notorious for
spending the bulk of their time dealing with what didn't go right
yesterday. That focus on problem-solving gets in the way of pursuing
the opportunities that just might allow the team to avoid problems.
Let's not be naive to think the team can do this all by themselves.
Make it a point to start your interactions with project team members
with a conversation about the opportunities they see, then help the
team pursue those opportunities.
• Make (project) meetings productive. Meetings are meetings are
meetings. Right? Wrong! Design meetings for well-targeted
purposes. Separate the meeting to review and adjust the project plan
from the meeting to negotiate the work plan for the coming week.
Have a stand-up five to ten minute meeting every day conducted by
the PM or superintendent to hear reports of what was accomplished
as promised and what is needed to fulfill the open promises. Bring
an interest in learning to all of the meetings, but take time out on a
regular basis for special sessions to explore how learnings can be
exploited during the balance of the project.

18. The 6 inner needs of a human being: - 1
CERTAINTY:
Holding on to security and comfort. Working in a company that
is growing and where the managers are competent and caring
for their employees provides a feeling of security for those
employees.
UNCERTAINTY:
Searching for variety, challenge, adventure, sentimentalism
(melodrama). Surprisingly enough, people sometimes search for
uncertainty to compensate their lack of inner security.
SIGNIFICANCE:
Feeling that your life has meaning and purpose. That is, for
instance, why people need to have an ideal and a role model in
their life.

19. The 6 inner needs of a human being: - 2
CONNECTION:
Love, friendship, belonging to a group,… One should have a “give-
and-take” relationship with the people around him.
GROWTH:
Ongoing learning and expansion towards greater self-fulfillment.
CONTRIBUTION:
Feeling and being useful, going beyond yourself to make a difference
and to add value.

20. The 5 M.A.G.I.C. keys of employee engagement
Meaning: Does your job inspire you?
Autonomy: Do you fully use your talents
and abilities in your work?
Growth: Are you challenged and stretched?
Impact: Do you leave work each day felling
like you accomplished something?
Connection: Do you feel like you belong,
and that you are an integral part of the
organization?

21. The 3 major sources of successful project management in
a PM’s profile and behavior.

22. H elpful
U nderstanding
M ingling
A daptable
N urturing

23. C = Connection

24. R = Respect

25. I = Impression

26. M = Motivation

27. E = Emotion

28. S = Sincerity

29. A = Adaptation

30. H = Holistic

31. Le
CHARISME

32. Have a:
Developing
&
GREAT life
See you in my book on HR in February 2018
Thank you,
03-222-107 / 03-104-222
Naji Bejjani nbts.sales@gmail.com