Commissioning Leadership Motivation
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Transcript of Commissioning Leadership Motivation
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Commissioning,Leadership & Motivation
by Thomas Stuenkel
Commissioning & Plant Start-up 2011Centara Grand at Central World & Bangkok
Convention Centre, Bangkok, ThailandMay 23rd & 24th, 2011
A marcus evans conference
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What to expect within
the next 60 minutes? Introduction Thomas Stuenkel
(2 min)
Motivation (12 min) Leadership (10 min) Mini Workshop - Leadership
Style Assessment (30 min)
Questions & Answers (5 min)
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Who is Thomas Stuenkel?
Born and raised in Germany
Living in Slovakia Husband, father and
grandfather
Commissioning coach,commissioning engineer andcommissioning manager
Founder ofCommissioningCoach.com President and founder of
STUENKEL s.r.o.
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The surprising truth about
what motivates us (inspired by Daniel Pink)If you reward something do you get more of the behavior you want?
If you punish something do you get less ofthe behavior you want?
Study by MIT (Massachusetts Institute ofTechnology)
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Group of students
Challenges memorizing strings of digits solving word puzzles spatial puzzles physical tasks
Three levels of reward pretty well small
medium well medium
really well large cash prize
What happens?
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Task involved used only mechanical skill:
Bonuses worked as expected Higher pay = Better performanceThat makes sense!
Task called for rudimentary cognitive skill:
Larger reward = Poorer performanceHow could that possibly be?(Are $50.00 not enough for MIT students?)
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Next test in India:
low performance 2 weeks salary
medium performance 1 month salary
high performance 2 months salary
Result:
People offered the medium reward did notbetter than people offered small reward
People offered the highest reward didworst of all
Higher incentives led to worseperformance!
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The results have been replicated over andover and over again!
For simple, straight forward tasks ... if you dothis then you will get that ... GREAT!
When the task gets more complicated; when
it requires some conceptual, creativethinking ... IT DOESNT WORK!
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Money is a motivation:
If you dont pay enough ... people wont bemotivated.
Pay people enough to take the issue ofmoney off the table.
Three factors lead to better performance andpersonal satisfaction:
Autonomy Mastery Purpose
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The Candle Problem
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The Candle Problem
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The Candle Problem for Dummies
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Leadership is organizing a group ofpeople to achieve a common goal.
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Leadership Framework BE a professional. BE a professional who possess good character traits. KNOW the four factors of leadership follower, leader,
communication, situation.
KNOW yourself. KNOW human nature. KNOW your job. KNOW your organization. DO provide direction. DO implement. DO motivate.
Credit: Clark, D. R., www.nwlin k.com/~donclark
http://www.nwlink.com/~donclarkhttp://www.nwlink.com/~donclarkhttp://www.nwlink.com/~donclark -
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Four Factors of Leadership
Leader Follower(s) Communication
Situation
Credit: Clark, D. R., www.nwlin k.com/~donclark
http://www.nwlink.com/~donclarkhttp://www.nwlink.com/~donclarkhttp://www.nwlink.com/~donclark -
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Leadership
The Commissioning Manager Selecting an effective commissioning manager is critical
to a successful start-up
Needs a mix of technical and management/organizationalskills - does not need to be a technical expert
Need to be knowledgeable in the process of theparticular plant to be started and that of any plant that isbeing tied in to
Should have good administrative and organizationalability A personality that makes it easy to get along with
others, optimistic outlook and strong self-motivation
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The Commissioning Manager
CommissioningManager
Concernfor People
Concernfor Tasks
Concernfor Results
Concernfor Time
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Mini WorkshopLeadership Style Assessment
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Mini WorkshopLeadership Style Assessment
- First Instructions - Please take your paper LeadershipStyle Assessment and pen or pencil
There are 35 statements
The statements describe aspects of leadershipbehavior. Respond to each item according to theway you would most likely act if you were the leaderof a work group.
Circle whether you would most likely behave in the describedway:
Circle A for Always Circle F for Frequently Circle O for Occasionally Circle S for Seldom Circle N for Never
Time: 10 minutes
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Mini WorkshopLeadership Style Assessment
- Scoring Instructions 1 / 4 -1. Circle the question number, forquestions number 8, 12, 17, 18, 19,30, 34 and 35.
2. Write the number 1 in front of a circledquestion number if you answered S (seldom)or N (never) for that question.
3. Write the number 1 in front of any question not circled , ifyou answered A (always) or F (frequently) for that question.
4. Circle the number 1's which you have written in front of anyof the following questions: 3, 5, 8, 10, 15, 18, 19, 22, 24, 26, 28, 30,32, 34 and 35.
5. Count the number of 1's which you have circled . This is yourP-score .
6. Count the number of 1's which are not circled . This is yourT-score .
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Mini WorkshopLeadership Style Assessment
- Scoring Instructions 2 / 4 -Write your P and T scores in theboxes on your paper.
Your P-score: _____ Your T-score: _____
Your P-score represents the strength of inuence of yourconcern for people in your management style.
Your T-score represents the strength of inuence of yourconcern for tasks in your management style.
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Mini WorkshopLeadership Style Assessment
- Scoring Instructions 4 / 4 -ExampleSay your T-score was 9 and your P-score was 11.Your diagram would look as follows:
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15
55
1010
15
Low
Medium
HighT -
c o n c e r n f o r T a s k P - c o n
c e r n
f o r P
e o p l e
AutocraticLeadership
Laissez-FaireLeadership
SharedLeadership
High Productivity High Morale and High Productivity High Morale
20
Now, plot your scores on the diagram on your paper.
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If leadership style is too heavily biased in the direction of concern for people or laisse-faire, leaders can be perceivedas ineffective by both superiors and followers.
Such leaders may be liked and respected by their work group,with morale high. However, without a matching concern for task they may consistently fail to achieve objectives in key results areas,and be seen by their superiors as poor leaders.
When under pressure, such leaders often become increasingly preoccupied withthe impact of the pressure on their team and have difculty focussing on the
tasks to be achieved. They can be perceived by their work group as "ditherers",ineffective and lacking direction.
Leaders with styles heavily biased towards concern for people can improve theireffectiveness by increasing their task focus through the use of direction settingtechniques such as goal setting, planning, delegation, feedback and control.
Discussion of Leadership StylesSelf- Evaluation
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Effective leadership styles are oneswhich do not exhibit strong biases
towards either task or people concerns,but keep an appropriate balance betweenthe two.
People who score relatively low in both concern forpeople and concern for task, although balanced will needto work on upgrading their level of skill in both areas.
Discussion of Leadership StylesSelf- Evaluation
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