In Part 1 of The 4 Building Blocks of Emotional Intelligence (EI), I focus on knowing thyself. A key aspect of knowing thyself is developing an action plan based on improvement opportunities identified from a 360-feedback evaluation. The nuggets you get from a 360 are crucial in helping you become a better-rounded PM.

There is another great source to help you in your learning journey: your stakeholder’s values. Before we get in too deep, here is a level-set of who I include in the stakeholder universe:

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I worked for three companies in my professional career: Accenture, Microsoft, and my own company, Consetta Group.

In my 11 years at Accenture, I worked on gigs in the oil & gas, food distribution, technology, retail distribution, aerospace & defense, software product management, and outsourcing industries. At Microsoft I worked in IT, corporate procurement, corporate planning, and HR over a nine-year span. I not only got a rich education in different industries and functions, but was able to go deeper in areas I liked.

And it all largely happened despite my lack of planning.

Particularly in my career at Accenture, I mostly took the gigs that were given to me. I really had no idea what skills I wanted to build or industries I wanted to work in. What my experience at Accenture imprinted on me was to stay in a job for about 18 months then look for my next opportunity.

This continued at Microsoft as well as my own consultancy. After about 18 months I would get bored and need a change. Even to this day, I occasionally get an itch to do something different and new.

I’ve looked at a lot of LinkedIn profiles over the past several years. My first inclination is to go to the experience section and see not just where people have worked, but how many companies and how long they worked at each company. This review provides first impressions for me:

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LinkedIn is the standard for introducing you to the world and enabling you to put your best foot forward in your chosen profession. According to LinkedIn’s pressroom:

• There are more than one billion members in 200 countries and regions worldwide.
• Seven people are hired every minute on LinkedIn.
• 9,000 members apply for a job every minute.
• 1.5 million feed updates are viewed per minute.
• 138 hours of learning content is consumed every minute.
• 67 million companies are on LinkedIn.

When used well, it can lead to fruitful long-term relationships. When used poorly, it can lock a door to an opportunity you may never even know about. Given that it can be used for free, it’s a no-brainer to use LinkedIn.

But merely putting up a profile may not be enough. I’ve seen many LinkedIn profiles that not only don’t make me more interested in a person, but they actually leave me with a negative perception of them. To that end, here are 11 lessons that might be helpful for you to avoid when creating a profile and using LinkedIn (or any other platform):

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Way back when I was with Andersen Consulting (now Accenture), our senior management became very interested in Stephen Covey’s book The 7 Habits of Highly Effective People. Every partner and manager attended an intensive five-day seminar on the seven habits and how to practically implement them into our daily lives.

Now, I have attended many seminars that I honestly got nothing out of. Not this one. This was when I experienced my first 360 evaluation. It was also during this seminar that one of the key concepts left a lasting impression: Habit 3, “Put first things first.” In this habit, Covey introduces the four quadrants of time management, as follows:

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Patty and I have two adult children. Briana, our eldest, is married and has a beautiful son & daughter. Trevor, our youngest, is single, and has a lovable dog.

At age 6, Trevor was diagnosed with Pervasive Developmental Disorder-Not Otherwise Specified (PDD-NOS), a high-functioning form of autism. At the time, the Diagnostic and Statistic Manual of Mental Disorders (DSM-4) divided autism into five categories (Source: Healthline.com):
* Autistic Disorder
* Rett Syndrome
* Asperger’s Syndrome
* Childhood Disintegrative Disorder
* PDD-NOS

The DSM has since done away with the categories and now just calls it Autism Spectrum Disorder (ASD). According to the Center for Disease Control (CDC), about 1 in 36 children have been identified with ASD and ASD is four times more common in boys than girls. More broadly speaking, the CDC also reports that one in four adults have some type of disability.

Before we had kids, we never envisioned having a child with a disability, and at the time very little was publicly known about autism. As a professional, I had grand plans for a career as a successful corporate executive.

Ah, the best laid plans of mice and men…

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I remember my first position as a manager, selling clothes in a department store to work my way through college. One of my colleagues, who I’ll call Jay, was also a good friend. We ran together, went to movies, and overall had a great time.

After I got promoted and became his boss, we still did some things together—but there was persistent tension in our relationship. He didn’t like the fact that I was his boss and would tell me that he worked for my boss, not me. He then became chummy with another guy who was his peer in another department. This tension existed until I graduated from college and left the department store. Once I wasn’t his boss, the tension lifted.

That was my first experience with the “them” team.

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About a year ago, I wrote an article called Becoming a Sustainable Project Manager with an accompanying Sustainable PM Assessment. My hope at the time was that readers would understand the four sustainability drivers:

1. Skills
2. Lifestyle
3. Relationships
4. Stewardship

…and develop action plans on how to be more sustainable. To help underscore the importance of being sustainable, here are four stories where, for each person, sustainability wasn’t a priority.

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I am a huge fan of 360-feedback evaluations, a tool in which a participant and their leader, peers and followers evaluate them using a series of structured questions. With the 360 evaluations I’ve gone through, the results were presented to me in terms of how I view myself versus how my leader, peers and followers viewed me.

My first 360 was part of a five-day leadership offsite where survey participants completed the survey prior to the offsite and the results were given to us at the end of the third day. Prior to handing out the evaluation results, I can remember the offsite facilitator saying, “You’re probably going to see some things that will hurt. Take some time to go through the feedback tonight in your hotel room, then let’s talk tomorrow about what you’ll do with it.”

We got the packets with our individual evaluation results. I remember being excited to see the results, expecting to be reaffirmed by how others viewed me as a leader.

Then I opened the packet.

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Years back, I hired a person I’ll call Del who came highly regarded with a strong resume. Del went through an interview loop that included one of my peer directors. I got my peer’s feedback—along with a “no hire” recommendation. After talking with my peer, I decided to hire Del anyway.

Del made an almost immediate positive impact with the client organization he serviced. Shortly thereafter, though, I started hearing rumblings from Del’s peers within my organization about how he constantly said how busy he was and that he should not have to do some of the things his peers were expected to do. Worse still, Del claimed that he should have special treatment because he was more experienced than his peers.

Needless to say, this did not sit well at all with the rest of my organization. Del was very competent in his skills, but the negative impact he had on the rest of the team far outweighed the benefit he provided. I thought back to the discussion with my peer and her no-hire recommendation. She warned me that Del might be disruptive to my organization, which was the basis for her recommendation. The bottom line was that I should have listened to my peer and not hired Del. It wasn’t worth the upheaval in my org.

Read more at ProjectManagement.com.