Leverage the Power of Ccoaching in your projects

1. HR Shared Services
Leverage the Power of Coaching
in Your Projects!
CSS Hungary – Citi Project Manager Club
24th January, 2013.
Presenters:
Dr.Vince Székely PhD
Certified Master Coach
President of Hungarian
Coaching Psychology Association
László J.Kremmer CLC, MBA, PMP
Certified Leadership Coach
Initiatives Project Manager

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Planned agenda
15:45 – 16:00 Gathering
16:00 – 16:20 Leverage the Power of Coaching in Your Projects!
Laszlo J. Kremmer CLC, MBA, PMP
Certified Leadership Coach
16:20 – 17:00 Coaching in Your Projects – Open discussion forum
Dr. Vince Szekely PhD
Certified Master Coach
President of Hungarian Coaching
Psychology Association
http://coachingpszichologia.hu/

3. Positive Gossip
• In group of 3 people: share your positive experience or
hypothesis about the 3rd person to your neighbor, as if the
3rd person is not there and cannot hear it:
– What kind of competencies or personal characteristics
this person has which enable him/her to be successful
as a project manager?
• Change roles
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Coaching as a PM Leadership Competency

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Origin of the Term “Coaching”
1830 – Oxford University slang for a tutor who “carries a student
through an exam”

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What is Coaching?

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How coaching works?

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Coaching in the Project & Business Environment
“Helping to identify the skills and capabilities that are
within the person, and enabling them to use them to the
best of their ability – and by that, increasing the
independence within the individual, and reducing
reliance.” Rixon, Nick, UK Coaching Academy CD "Goals and Motivations".
„Business coaching is a type of personal or human
resource development. It provides positive support,
feedback and advice to an individual or group basis to
improve their personal effectiveness in the business
setting. Business coaching includes executive coaching,
corporate coaching and leadership coaching.”
http://en.wikipedia.org/wiki/Coaching

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Coaching vs. Mentoring vs. Teaching vs. Therapy
Ask Questions
Tell
Problem
Focused
Solution
Focused
Future-
oriented

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Coaching as a Profession

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Many coaching models…

12. I-GROW
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Issue
Goal
Reality
Options
Will

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But what is crucial and common to all…
• The establishment of a relationship built on
trust, unfeigned communication, and confidentiality
• The formulation of agreed-upon goals and
expectations
• A deep questioning and learning dynamic in relation to
the goals
• Understanding what truly motivates the person – their
values and beliefs

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Options for Coaching
Professional 1-2-1
Coaching Sessions
Professional
Team/Group Coaching
Leveraging Coaching
Skills as a toolset in the
PM & business
environments

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Coaching as a skill set or set of tools in the
PM environment

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Coaching as a skill set or set of tools in the
PM environment
• Allows you to better understand what is really
important and what truly motivates others, including
your project team, your clients, and other key
stakeholders – you will create even better
relationships
• Enables you to gather project requirements more
effectively
• Allows you to get to the root of issues and create the
right space for positive outcomes
• Encourages others to adopt a more self-
directed, solution-oriented approach to tasks and
challenges

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Core coaching skills
• Being SOLUTION-focused rather than problem-
focused / FUTURE-ORIENTED versus dwelling in the
past
• “Dancing in the moment” – being present to what is
really going on
• Listening on multiple levels and clarifying and
reframing what is being said
• Asking “powerful questions”
• Acknowledging your own and the other person‟s
contribution, effort or success
• Working from the belief that the person does know
the answer/how to solve the problem

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Core Skill #1: Solution-Focused / Future-Oriented

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Core Skill #2: Dance in the Moment!

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Core Skill #3: Listen on multiple levels & clarifying

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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 and
work
• Distracting Technology: cell phones, etc.
• Having a really good idea regarding how to solve their
problems
• Assuming we understood what we heard
• Assuming we understood what was intended
• Ignoring emotions and focusing on facts and results

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Core Skill #4: Ask “Powerful” Questions

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Powerful Questions
• Probing questions
• Thinking questions
• Questions that lead to insights
• Questions that trigger the other person to discover a
solution option
• Questions that make the other person pause....
• The shorter the question the better!

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Powerful Questions when Gathering
Requirements
• 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 for
you?
• What obstacles do you see? How can we overcome
them?
• How often do you work on this?
• What problem are you trying to solve?

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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? What
would 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?

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Core Skill #5: Acknowledge

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Core Skill #6: Work from the belief that there
is an answer and it‟s already known to the
person

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Coaching Skills in Action: Team & Group Coaching
• How team and group coaching can contribute to the
success of the project team?
Presenter:
Dr. Vince Szekely PhD
Certified Master Coach
President of Hungarian Coaching
Psychology Association

29. Individual Memory Exercise
• You will have 10 seconds to look at a large group
of words
• In that time, try to remember as many words as
possible without writing them down
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30. assessment
framework
data analysis
reading
systematic
differentiate
substantial
explicit
software development
cultural awareness
motivation
effort
academic language
standard
decodables
prior knowledge
automaticity
research
direct instruction
spelling
language proficiency
achievement
domains components
modeling
practice

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 more
words?
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32. Team Memory Exercise
• Now, you will have 10 seconds to look at another
group of words, as a team
• With your team, you will have 4 minutes to
develop a strategy for remembering as many
words as possible
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33. resources
validating
protocol
roles
facilitator
strategies
probing
styles
personality style
paraphrasing
presenter
coach
mentor
listening
capacity
questioning
attitudes
research
norms
rapport
team coaching
flexibility
reflection conflict resolution
inquiry
inspiration

34. Team Memory Exercise
• With your team, quickly jot down the words you
remember...
• Count up the total number of words you
remembered as a team...
• How many words did your team write down?
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35. So What?
• How does this activity demonstrate the impact of
good teamwork on performance?
• To be a high performance team what should we
–Continue
–Stop
–Start
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36. Team
“is a small number of people with complimentary
skills who are committed to a common purpose, set
of performance goals, and approach for which they
hold themselves mutually accountable.”
(Katzenbach and Smith, HBR, March 1993)
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37. 37
The Team Performance Curve
Pseudo team
Potential team
Real team
High
performing
team
Team Effectiveness
Performance
Impact
Group of
individuals
(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 the
average teams.
• Mutual accountability; acknowledgement of their joint accountability
towards a common purpose in addition to individual obligations to their
specific roles.
• Complementary skill set, and at times interchangeable skills.
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39. Team coaching
• “Enabling a team to function at more than the sum of its
parts, by clarifying its mission and improving its external
and internal relationships.”
(Hawkins and Smith, 2006)
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40. Team Coaching Process
Briefing &
interviews
1 day Kick-off
• Establishing Team Charta, including mission statement, roles and
responsibilities, processes and critical success factors of the team
• Giving feed-forward to each-other
3 shadow
coaching
• Observing meetings
• Gathering feed-back from team members
• STOP/START
½ day
Development
session
• Reviewing team performance compared to
the Team Charta
• Positive reinforcement of successful practices
and individual contributions
3 shadow
coaching
• Observing meetings
• Gathering feed-back from team
members
• STOP/START
Closing &
Evaluation
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• Celebration
• Learning
• Feed-back to each other
• Expectations gathering through interviews
with PM & team members

41. Team Members
Vision
Sample Team Charter
Values
Project Team Mission or Purpose
Key Goals
Success Measures
Our Team Norms

42. Group Coaching
• „Coaching individuals in a group setting.”
(Hawkins and Smith, 2006)
• „A small group process throughout which there is
the application of coaching principles for the
purposes of personal or professional
development, the achievement of goals, or
greater self-awareness.” (Jennifer Britton)
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43. Out of Box – A Group Coaching Exercise
• Select a „hot issue” what gave you a headache as a project manager
during 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 other
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44. Process
– Each group pick an ‚A‟ to go first. He/she shares their hot issue with the
others – 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 the
person with their back turned is not there. Talk with each other, not to
the person – 4 minutes.
– The person with their back turned does not speak, simply listens for
new ideas, approaches, etc. And writes them on their paper outside the
box.
– STOP
– ‚A‟ turns their chair back around and shares what he/she just heard or
learned – 1 minute.
– STOP
– Acknowledge each other (this is a vital part of the process).
– Repeat the process until everyone has had a turn.
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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 the
person‟s back‟?
• What did you learn about communication?
Source: McMahon – Archer (2010) 101 Coaching Strategies and Techniques. Routledge.
London.
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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 or
supervisor)
• Each participant has a chance to share their „hot issue”
• Emphasize the peer coaching component between sessions
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47. HR Shared Services
Thank you for your attention!

48. HR Shared Services
Leverage the Power of Coaching
in Your Projects!
CSS Hungary – Citi Project Manager Club
24th January, 2013.
Presenters:
Dr.Vince Székely PhD
Certified Master Coach
President of Hungarian
Coaching Psychology Association
László J.Kremmer CLC, MBA, PMP
Certified Leadership Coach
Initiatives Project Manager