commissioning leadership motivation

8/12/2019 Commissioning Leadership Motivation

1/30

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


2/30

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)


3/30

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.


4/30


5/30

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)


6/30

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?


7/30

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?)


8/30

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!


9/30

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!


10/30

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


11/30

The Candle Problem


12/30

The Candle Problem


13/30

The Candle Problem for Dummies


14/30

Leadership is organizing a group ofpeople to achieve a common goal.


15/30

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


16/30

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


17/30

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


18/30

The Commissioning Manager

CommissioningManager

Concernfor People

Concernfor Tasks

Concernfor Results

Concernfor Time


19/30

Mini WorkshopLeadership Style Assessment


20/30


- 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


21/30


- 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 .


22/30


- 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.


23/30


24/30


- Scoring Instructions 4 / 4 -ExampleSay your T-score was 9 and your P-score was 11.Your diagram would look as follows:


25/30

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.


26/30


27/30

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


28/30

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


29/30


30/30

Commissioning checklists Commissioning training

videos

Commissioning mindmaps

Commissioningcrossword puzzles Commissioningnewsletter

Please visit:

commissioning leadership motivation

Documents