Home       About Peak Strategies         Our Programs         Brochures         Articles & Research         Dates          Contact Us               Gwynne N. Dawdy, Ph.D.

“This was one of the best PMI training modules that I have attended. It had relevance for all skill levels

within project management, including senior management. I had my entire PMO attend as a team and   

found it extremely beneficial. Thank you!” Jeff Husband, PMP, Dell, Inc.                        

 “The Social Compass Program is one of the best courses I’ve taken. Working as a consultant, I deal with many different people. This class has equipped me to communicate more effectively and solve problems in a way that will eliminate conflicts.” Steven Montgomery, PMP

Do you wonder why conflict seems to be all around us? Have you experienced a miscommunication today? Have you even wished your message was understood more often?

Problems with communication are everywhere. Most of the time, people relate misunderstandings or conflict to not being understood or heard. This is common. Fortunately, we have some wonderfully reliable and immediately useful tools to help with this problem.

With our strategies, people learn about different communication and behavioral styles. Individuals will learn tips of communication that can dramatically decrease misunderstandings and conflict.  With the Social Compass program, clients are exposed to their greatest strengths, and to the obstacles that may prevent optimal performance. By exploring one's communication preference, one's innate strengths, and one' s area of weakness, clients have been empowered and enlightened: allowing them to really maximize their potential and reach their highest performance levels.

“Super Job! Very informative on how to understand the various perspectives. Further, I have learned how those perspectives interact. This is a  great insight for all PM’s.” Randall L. Meharg, PMP. Sprint-Nextel 

By using the Social Compass Profile, Gwynne Dawdy is able to teach individuals, teams, couples, and leaders how to tap into their greatest strengths and minimize their weaknesses in order to reach their goals and become the person they have always wanted to be. This occurs in one-to-one sessions as well as group workshops! It is a great tool to use in order to get a greater understanding of not only yourself, but also those with whom your work or live. In order to promote your project and enhance your relationship, your work performance, or your life in general, you should be able to recognize your (and your team member's) potential,  innate and learned strengths, as well as stress and weaknesses.

For more information about the Social Compass and Coaching in the Workplace workshop, visit our brochure.

This program has been well received by PMI Chapters and chapter members. For more testimonials from project managers who have attended this program, visit Clients' Comments

Below is an introductory list of 2008 PMI Chapter dates and links to register for this program.

“This class was extremely helpful in identifying specific communication styles and how to manage situations that call for crucial conversations. I wish I had taken this course a long time ago. I can see how some of my failed work relationships would have perhaps been saved had I known what I know now.”         Ana Torres, PMP, American Airlines

“I have attended many seminars & this has been the best workshop I attended. Gwynne is innovative, fun & motivational.” ~ Marie McGovern, PMP, Frost Bank 

Communication Tips for Project Managers, Team Leaders and Workplace Relations

1.  When offering constructive criticism, be certain to use I-Statements. The minute we mention "you", the defenses go up and communication is not heard. If you use: "your project was sloppy and needs revision,"  the listener may automatically begin to think of rebuttal statements, paying little attention to the actual need to correct the project issue. Instead, use terms like, "I think this project could be stronger. It needs some revision. What are some ways to get this accomplished?"

2.  In this, you may also need to explain the details of the revisions to someone who desires detail. You may need to explain how this affects the team, for someone who thinks in terms of group cohesion. You may need to address the big picture of the need for project revision for those who think in terms of big picture and bottom line. You may also need to address how the change can encourage innovation, for those who think outside the box.

3.  Watch hand movement and eye contact in meetings. I have heard from many engineers, project managers and other professionals that their supervisor has awkward presentation skills and they can not stand to watch their supervisor present. Hands appear to be exaggerated and flailing wildly (their terms!), the eye contact is lacking, and the tone inflection has room for improvement. The best way to see your habits is to record yourself in a meeting, and in private, watch that recorded video. You may be surprised at the habits you have, or at how many times you say "um" or "like" or other filler words.

4.  Match your communication style with the style of others. If someone prefers the details, offer them the specifics. If someone wants brief and big-picture information, offer it to them. If someone wants to know how the information affects their group, explain it to them. If someone wants to know how this is new and exciting, tell them.

5.  Listen to others and paraphrase their concerns. Hear what they are saying, as well as how they are saying it. Team members may say, "I'm fine" when really they are struggling with the new change or have taken constructive criticism personally and are not happy. Recognize their body language: crossed arms or open? Leaning towards you or away from you? Head held high or slumped forward? Each of these can give you an idea of how your team member is truly feeling.

 P.O. Box 7034, Woodland Park, CO 80863  *   719/687-9142   *   ps@peakstrategies.net