4250 Piedmont Avenue
Oakland, CA 94611

September 17, 1997

Mr. Bill DeHart, PMP
Project Manager
Pacific Gas & Electric Company
Grid Customer Services
245 Market Street
P.O. Box 770000
San Francisco, CA 94177
Mr. Rod Welch
The Welch Company
440 Davis Court #1602
San Francisco, CA 94111 2496
Subject:   PMI Dinner Meeting Sep 10, 1997
Roger Objects to Article

Bill and Rod,

I appreciate the effort that Rod did in writing up my dinner speech last week but I think it comes across more as an editorial verse a true summary. Its always difficult to do a summary, but I think the members will get greater value if we try to have it serve that function.
That's why I called you today Bill to say that I wanted to do a rewrite of the piece. Here's my suggestion.
Also Rod I sincerely hope I haven't hurt your feelings by boldly holding up the publication and wanting to have a go at a rewrite. I am still smarting a little from last year's "summary" of my talk on Project Management and Strategic Planning. I was not pleased with the summary as some things were attributed to me that were inaccurate, silly and wrong.
I appreciate your conscientious efforts on behalf of the Chapter.
And Bill, sorry for the hold up



>Roger Bush conducts "Town Hall" Meeting... > >Winning People Over >A Two-way Process Called: "C o m m u n i c a t i o n" > >Roger Bush, with the wit and charm of Phil Donahue and the expertise of Peter >Drucker, rolled up his sleeves at our September dinner meeting, and engaged >the audience in an enlightening give-and-take about the nitty-gritty of >winning people over to get things done.
The initial step in winning another person over to your point of view is to realize that the other person has his/her own point of view on the subject. Successful communications begin by appreciating where the other person lives, so to speak, and what he/she values and thinks is important. In other words, what he/she cares about or perceives as vital to his/her own success.

Simply because words are being spoken to another doesn't mean that communication is occuring. To increase the likelihood that the other person will receive what you say, you should try to understand where they're coming from. The sooner you do this and understand what he/she really cares about, the sooner you can establish rapport and start to build a relationship.
Roger pointed out that there must be communication first before a relationship can be developed. And people only trust those people with whom have a relationship. "Communication is a two-way street that can lead to a relationship of trust," said Roger.

Many project managers beleive they don't have time to build a relationship with others due to strict deadlines or other considerations. How many times have we heard "This is a project and I'm not a social worker." The irony is that if they don't take the time to establish real communication where there is mutual understanding, trust never develops. And therefore it becomes a thousand times more dificult to win others over to your ideas and point of view.
So if it seems like you and the other person are not in sync and understanding each other, then perhaps the realities of the other person's point of view have not been adequately considered.

Roger also made the point that its been his observation through the years that people are only open to listening to, and possibly supporting, another person's idea or position after "the receiver" feel that "the sender" genuinely cares about them, their situation and their own perspective on the subject. At times, the prerequisite also includes having the opportunity to express his/her opinions on the subject at hand.

Roger described a key challenge for people is information overload, especially in today's businesss environment of constant meetings, calls, faxes and email. He characterized everyone being encompassed by a "bubble" of issues and concerns. Communication, to be effective, must penetrate that bubble.
What Roger emphasized about "communication" is common sense.

To best position the point you're advocating, learn what the other person cares about -- his/her "hot buttons" - - and then relate your ideas to what's important to that person. Be observant and sensitive. Listen more than you talk, and use the information you've gained to further enhance your positioning.
And if you're not sure where someone stands on a subject, ask. It may be a little scary as you won't be sure what they'll say, but its better to find out a confusion or disagreement sooner than later. Asking someone his/her position is best done in private. You stand a better chance of getting a more honest answer and minimize being embarassed in public.

Also, it a good idea to let others know that you're always interested in their feedback. This sets up valuable communication lines that can give you timely "intelligence" as things change, which we all know they surely will.
>Members can hear more of Roger's ideas, exchange views and discuss real >problems with Roger when the Chapter launches its new Discussion Group on our >web site in the near future. Our Web address: >web site in the near future. Our Web address: > >Roger can be contacted at his firm: > >Saxon-Hamilton >Management Consulting Group >510 420 1712 > >
> > > >Discussion Group Launched on World Wide Web > >Bill DeHart, VP of Communications, announced, at the September 10, 1997 dinner >meeting, the launch of the Chapter virtual Discussion Group on the World Wide >Web. Work is underway to begin this new form of growing our knowledge on >project management. > >Roger Bush, Senior Consultant with Saxon-Hamilton, Management-Consulting >Group, >(510 420 1712; email: will facilitate the Chapter's >first Discussion Group, and will respond to questions based on his >presentation >this evening on: > >Winning People Over > >An outline of this presentation will be available for downloading from the >Chapter Web site at: > >WWW.PMINCC.ORG > >The Discussion Group enables our members to share problems, solutions and >ideas >on advancing the art and science of project management, while gaining insights >and advice of industry experts, like Roger. > >Bill says the Discussion Group can become an electronic "repository" of >experience for effective knowledge growth, as called for in the article by >Harvey Levine published in the May 1997 issue of PM Network p. 19. This effort >can serve as a model for members to develop repositories of experience in >their >organizations, using Internet and Intranet technologies. > > > > >Attachment converted: IIci HD:RB.doc (WDBN/MSWD) (00002F92)

--------------------------------- Saxon-Hamilton Management Consulting Group 4250 Piedmont Avenue Oakland CA 94611 Tel: (510) 420-1712 Fax: (510) 653-3694 E-mail: ---------------------------------