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  • 1. HR Shared ServicesLeverage the Power of Coachingin Your Projects!CSS Hungary – Citi Project Manager Club24th January, 2013.Presenters:Dr.Vince Székely PhDCertified Master CoachPresident of HungarianCoaching Psychology AssociationLászló J.Kremmer CLC, MBA, PMPCertified Leadership CoachInitiatives Project Manager
  • 2. Page: 22013. 05. 05.Planned agenda15:45 – 16:00 Gathering16:00 – 16:20 Leverage the Power of Coaching in Your Projects!Laszlo J. Kremmer CLC, MBA, PMPCertified Leadership Coach16:20 – 17:00 Coaching in Your Projects – Open discussion forumDr. Vince Szekely PhDCertified Master CoachPresident of Hungarian CoachingPsychology Associationhttp://coachingpszichologia.hu/
  • 3. Positive Gossip• In group of 3 people: share your positive experience orhypothesis about the 3rd person to your neighbor, as if the3rd person is not there and cannot hear it:– What kind of competencies or personal characteristicsthis person has which enable him/her to be successfulas a project manager?• Change roles3 2013. 05. 05.
  • 4. Page: 42013. 05. 05.Coaching as a PM Leadership Competency
  • 5. Page: 52013. 05. 05.Origin of the Term “Coaching”1830 – Oxford University slang for a tutor who “carries a studentthrough an exam”
  • 6. Page: 62013. 05. 05.What is Coaching?
  • 7. Page: 72013. 05. 05.How coaching works?
  • 8. Page: 82013. 05. 05.Coaching in the Project & Business Environment“Helping to identify the skills and capabilities that arewithin the person, and enabling them to use them to thebest of their ability – and by that, increasing theindependence within the individual, and reducingreliance.” Rixon, Nick, UK Coaching Academy CD "Goals and Motivations".„Business coaching is a type of personal or humanresource development. It provides positive support,feedback and advice to an individual or group basis toimprove their personal effectiveness in the businesssetting. Business coaching includes executive coaching,corporate coaching and leadership coaching.”http://en.wikipedia.org/wiki/Coaching
  • 9. Page: 92013. 05. 05.Coaching vs. Mentoring vs. Teaching vs. TherapyAsk QuestionsTellProblemFocusedSolutionFocusedFuture-oriented
  • 10. Page: 102013. 05. 05.Coaching as a Profession
  • 11. Page: 112013. 05. 05.Many coaching models…
  • 12. I-GROW2013. 05. 05.IssueGoalRealityOptionsWill
  • 13. Page: 132013. 05. 05.But what is crucial and common to all…• The establishment of a relationship built ontrust, unfeigned communication, and confidentiality• The formulation of agreed-upon goals andexpectations• A deep questioning and learning dynamic in relation tothe goals• Understanding what truly motivates the person – theirvalues and beliefs
  • 14. Page: 142013. 05. 05.Options for CoachingProfessional 1-2-1Coaching SessionsProfessionalTeam/Group CoachingLeveraging CoachingSkills as a toolset in thePM & businessenvironments
  • 15. Page: 152013. 05. 05.Coaching as a skill set or set of tools in thePM environment
  • 16. Page: 162013. 05. 05.Coaching as a skill set or set of tools in thePM environment• Allows you to better understand what is reallyimportant and what truly motivates others, includingyour project team, your clients, and other keystakeholders – you will create even betterrelationships• Enables you to gather project requirements moreeffectively• Allows you to get to the root of issues and create theright space for positive outcomes• Encourages others to adopt a more self-directed, solution-oriented approach to tasks andchallenges
  • 17. Page: 172013. 05. 05.Core coaching skills• Being SOLUTION-focused rather than problem-focused / FUTURE-ORIENTED versus dwelling in thepast• “Dancing in the moment” – being present to what isreally going on• Listening on multiple levels and clarifying andreframing what is being said• Asking “powerful questions”• Acknowledging your own and the other person‟scontribution, effort or success• Working from the belief that the person does knowthe answer/how to solve the problem
  • 18. Page: 182013. 05. 05.Core Skill #1: Solution-Focused / Future-Oriented
  • 19. Page: 192013. 05. 05.Core Skill #2: Dance in the Moment!
  • 20. Page: 202013. 05. 05.Core Skill #3: Listen on multiple levels & clarifying
  • 21. Page: 212013. 05. 05.Barriers to Effective Listening• Pre-judging the situation – assumptions and paradigms• Preparing for the answer, while listening• Preoccupied with other competing agendas in our life andwork• Distracting Technology: cell phones, etc.• Having a really good idea regarding how to solve theirproblems• Assuming we understood what we heard• Assuming we understood what was intended• Ignoring emotions and focusing on facts and results
  • 22. Page: 222013. 05. 05.Core Skill #4: Ask “Powerful” Questions
  • 23. Page: 232013. 05. 05.Powerful Questions• Probing questions• Thinking questions• Questions that lead to insights• Questions that trigger the other person to discover asolution option• Questions that make the other person pause....• The shorter the question the better!
  • 24. Page: 242013. 05. 05.Powerful Questions when GatheringRequirements• When the project is done, what do you want to see?• What would “success” look like for you?• What‟s the most important feature(s)/functionality foryou?• What obstacles do you see? How can we overcomethem?• How often do you work on this?• What problem are you trying to solve?
  • 25. Page: 252013. 05. 05.Powerful Questions to Use with Your Team• Is there another way of looking at this/doing this?• If you did know, what would you do?• What can you do to make this situation better/different?• What would happen if…?• If you were in his/her position, how would you feel? Whatwould you do?• What bit do you have control over• How best can I help you with this?• Is it always the case? When is it not?
  • 26. Page: 262013. 05. 05.Core Skill #5: Acknowledge
  • 27. Page: 272013. 05. 05.Core Skill #6: Work from the belief that thereis an answer and it‟s already known to theperson
  • 28. Page: 282013. 05. 05.Coaching Skills in Action: Team & Group Coaching• How team and group coaching can contribute to thesuccess of the project team?Presenter:Dr. Vince Szekely PhDCertified Master CoachPresident of Hungarian CoachingPsychology Association
  • 29. Individual Memory Exercise• You will have 10 seconds to look at a large groupof words• In that time, try to remember as many words aspossible without writing them down29 2013. 05. 05.
  • 30. assessmentframeworkdata analysisreadingsystematicdifferentiatesubstantialexplicitsoftware developmentcultural awarenessmotivationeffortacademic languagestandarddecodablesprior knowledgeautomaticityresearchdirect instructionspellinglanguage proficiencyachievementdomains componentsmodelingpractice
  • 31. Individual results• Quickly jot down the words you remember...• Count up the number of words you remembered...• How many words did you write down?• What could you have done to remember morewords?31 2013. 05. 05.
  • 32. Team Memory Exercise• Now, you will have 10 seconds to look at anothergroup of words, as a team• With your team, you will have 4 minutes todevelop a strategy for remembering as manywords as possible32 2013. 05. 05.
  • 33. resourcesvalidatingprotocolrolesfacilitatorstrategiesprobingstylespersonality styleparaphrasingpresentercoachmentorlisteningcapacityquestioningattitudesresearchnormsrapportteam coachingflexibilityreflection conflict resolutioninquiryinspiration
  • 34. Team Memory Exercise• With your team, quickly jot down the words youremember...• Count up the total number of words youremembered as a team...• How many words did your team write down?34 2013. 05. 05.
  • 35. So What?• How does this activity demonstrate the impact ofgood teamwork on performance?• To be a high performance team what should we–Continue–Stop–Start35 2013. 05. 05.
  • 36. Team“is a small number of people with complimentaryskills who are committed to a common purpose, setof performance goals, and approach for which theyhold themselves mutually accountable.”(Katzenbach and Smith, HBR, March 1993)36 2013. 05. 05.
  • 37. 37The Team Performance CurvePseudo teamPotential teamReal teamHighperformingteamTeam EffectivenessPerformanceImpactGroup ofindividuals(Katzenbach and Smith, 1993)
  • 38. High Performance Teams• A deeper sense of common purpose (mission).• More ambitious performance goals compared to the average teams.• Better work approaches, processes, and discipline compared to theaverage teams.• Mutual accountability; acknowledgement of their joint accountabilitytowards a common purpose in addition to individual obligations to theirspecific roles.• Complementary skill set, and at times interchangeable skills.38 2013. 05. 05.
  • 39. Team coaching• “Enabling a team to function at more than the sum of itsparts, by clarifying its mission and improving its externaland internal relationships.”(Hawkins and Smith, 2006)39 2013. 05. 05.
  • 40. Team Coaching ProcessBriefing &interviews1 day Kick-off• Establishing Team Charta, including mission statement, roles andresponsibilities, processes and critical success factors of the team• Giving feed-forward to each-other3 shadowcoaching• Observing meetings• Gathering feed-back from team members• STOP/START½ dayDevelopmentsession• Reviewing team performance compared tothe Team Charta• Positive reinforcement of successful practicesand individual contributions3 shadowcoaching• Observing meetings• Gathering feed-back from teammembers• STOP/STARTClosing &Evaluation40 2013. 05. 05.• Celebration• Learning• Feed-back to each other• Expectations gathering through interviewswith PM & team members
  • 41. Team MembersVisionSample Team CharterValuesProject Team Mission or PurposeKey GoalsSuccess MeasuresOur Team Norms
  • 42. Group Coaching• „Coaching individuals in a group setting.”(Hawkins and Smith, 2006)• „A small group process throughout which there isthe application of coaching principles for thepurposes of personal or professionaldevelopment, the achievement of goals, orgreater self-awareness.” (Jennifer Britton)42 2013. 05. 05.
  • 43. Out of Box – A Group Coaching Exercise• Select a „hot issue” what gave you a headache as a project managerduring the last two weeks• Take a clean sheet of paper with a box in the middle of the paper• Take 2 minutes to write your story in the box in bullet form:– What is this hot issue– What are your beliefs about it (why it happens)– What is the role of others, yourself, the situation (circumstances)– What limitations you face– What resources and options you have• Break into groups of three or four• Set the chairs so that you are close together, facing each other43 2013. 05. 05.
  • 44. Process– Each group pick an ‚A‟ to go first. He/she shares their hot issue with theothers – 2 minutes.– STOP– ‚A‟ who just shared, turns his/her chair around – back to the others.– The two or three others share oppinions and brainstorm the topic as if theperson with their back turned is not there. Talk with each other, not tothe person – 4 minutes.– The person with their back turned does not speak, simply listens fornew ideas, approaches, etc. And writes them on their paper outside thebox.– STOP– ‚A‟ turns their chair back around and shares what he/she just heard orlearned – 1 minute.– STOP– Acknowledge each other (this is a vital part of the process).– Repeat the process until everyone has had a turn.44 2013. 05. 05.
  • 45. So What?• What it was like to have your back turned and just to listen:– How did it feel?– What did you learn about yourselves?• What it was like to be talking about the hot issue „behind theperson‟s back‟?• What did you learn about communication?Source: McMahon – Archer (2010) 101 Coaching Strategies and Techniques. Routledge.London.45 2013. 05. 05.
  • 46. Group Coaching Best Practices• Max group size of 8• Biweekly, 3 hours• 3-6 months duration• Strong individual commitment to action and accountability• Identify specific development actions (contract with peer coach orsupervisor)• Each participant has a chance to share their „hot issue”• Emphasize the peer coaching component between sessions46 2013. 05. 05.
  • 47. HR Shared ServicesThank you for your attention!
  • 48. HR Shared ServicesLeverage the Power of Coachingin Your Projects!CSS Hungary – Citi Project Manager Club24th January, 2013.Presenters:Dr.Vince Székely PhDCertified Master CoachPresident of HungarianCoaching Psychology AssociationLászló J.Kremmer CLC, MBA, PMPCertified Leadership CoachInitiatives Project Manager