This document discusses the importance of project managers coaching their team members and relationship management. It defines coaching as helping people perform to their best abilities by drawing out their strengths and facilitating effective teamwork. Coaching is important because modern projects are complex, corporate cultures dysfunctional, and there is an emphasis on work over well-being. The four keys to improving relationships through coaching are: practicing active listening, asking empowering questions, creating self-awareness, and boosting self-care. The document provides tips for implementing each of these coaching strategies.

1. THE PM AS COACH
FOUR KEYS TO IMPROVE RELATIONSHIP MANAGEMENT

2. DISCUSSION
• WHAT IS COACHING
• WHY IS COACHING IMPORTANT
• 4 KEYS TO RELATIONSHIP IMPROVEMENT

3. WHAT IS COACHING?
“COACHING IS THE PROCESS OF HELPING PEOPLE AND
TEAMS TO PERFORM TO THE BEST OF THEIR ABILITIES. IT
INVOLVES DRAWING OUT PEOPLE'S STRENGTHS, HELPING
PEOPLE TO BYPASS PERSONAL BARRIERS AND LIMITS IN
ORDER TO ACHIEVE THEIR PERSONAL BEST, AND
FACILITATING THEIR ABILITY TO FUNCTION MORE
EFFECTIVELY AS MEMBERS OF A TEAM.”
- PATRICE & GRANCHI (2010)
This Photo by Unknown Author is licensed under CC BY-NC
This Photo by Unknown Author is licensed under CC BY-SA-NC

4. WHY IS COACHING IMPORTANT?
• SYMPTOM:
• WORKER ENGAGEMENT
• ROOT CAUSE:
• MORE COMPLEX PROJECTS
• DYSFUNCTIONAL CORPORATE CULTURE
• EMPHASIS ON "HUMAN DOING"
RATHER THAN "HUMAN BEING"
• ABSENCE OF REAL CONNECTIONS AT
WORK
34%53%
13%
Workforce Engagement
Engaged Disengaged "Actively" Disengaged

5. WHAT’S OUR
TRUE PURPOSE?
• GROW THE TEAM
• GROW THE
INDIVIDUAL TEAM
MEMBERS
• GROW THE
ORGANIZATION
• GROW OURSELVES
This Photo by Unknown Author is licensed under CC BY-SA

6. RELATIONSHIP MANAGEMENT
1. PRACTICE ACTIVE LISTENING…..NO REALLY LISTEN
2. ASK EMPOWERING QUESTION
3. CREATE AWARENESS
4. BOOST SELF-CARE

7. BLOCKS TO ACTIVE LISTENING
• OBVIOUS EXTERNAL FACTORS
• RESPONSE REHEARSAL
• FACT FINDING
• BEING JUDGMENTAL
• PROBLEM SOLVING
• IMPOSING COGNITIVE BIAS (PERSONAL VIEW)

8. CO-ACTIVE CONVERSATION
An alliance between the PM
(coach) and team member
(coachee) for the purpose of
extending the team member's
agenda

9. CO-ACTIVE CONVERSATION FRAMEWORK
• GROUND RULES
• RESPECT
• OPENNESS
• COMPASSION
• EMPATHY
• COMMITMENT TO SPEAKING
TRUTH
• ASSUMPTIONS
• STRENGTH
• CAPABILITY
• DESIRE TO GIVE THE BEST
• DESIRE TO ACHIEVE POTENTIAL
• EVERY SITUATION HAS POSSIBILITIES
• PEOPLE HAVE THE POWER OF
CHOICE

10. STAGES OF THE
CO-ACTIVE
CONVERSATION

11. LET'S EXPLORE

12. DRAINING
QUESTIONS
• WHY ARE YOU BEHIND
SCHEDULE?
• WHAT'S THE PROBLEM WITH
THIS PROJECT?
• WHO ISN'T KEEPING UP?

13. ENERGIZING
QUESTIONS
• WHAT OBJECTIVES DO YOU THINK WILL
BE THE MOST DIFFICULT?
• WHAT KEY THINGS NEED TO HAPPEN TO
ACHIEVE THE OBJECTIVE?
• WHAT KIND OF SUPPORT DO YOU NEED
TO ENSURE SUCCESS?
• WHAT RESOURCES DO YOU ALREADY
HAVE?
• HOW WOULD ________ HANDLE THIS?

14. CREATING AWARENESS
• A SAFE SPACE FOR
• SELF / TEAM MEMBERS TO
GROW
• EXPLORATION OUTSIDE OF
ESTABLISHED ROLES
• INCREASED UNDERSTANDING
BETWEEN THE PROJECT VISION
AND THE GAPS

15. IMPROVING SELF
CARE
“THE GREATEST DISCOVERY OF OUR
GENERATION IS THE DISCOVERY THAT
HUMAN BEINGS, BY CHANGING THE INNER
ATTITUDES OF THEIR MINDS, CAN CHANGE
THE OUTER ASPECTS OF THEIR LIVES.”
- WILLIAM JAMES

16. IMPROVING SELF-CARE
(WHY IS THIS
IMPORTANT?)
• IDENTIFY WHO YOU ARE
• INDIVIDUALLY
• PROFESSIONALLY
• DEFINE PERSONAL GOALS
• DEFINE THE GAPS
• DEMOLISH SELF-LIMITING BEHAVIORS
• PROTECT YOUR MARGINS
• PHYSICAL
• MENTAL
• EMOTIONAL

17. LET'S EXPLORE

18. QUESTIONS?

19. LET’S CONNECT
FREDERICK D. GRIFFIN, PMP
SC-DHEC, HEALTH SYSTEMS
GRIFFIFD@DHEC.SC.GOV
(DESK) 803.898.2576
(MOBILE) 803.521.0202