How do project managers (PMs) use coaching (and mentoring)? Shirley Thompson PMP

1. How do project managers (PMs) use coaching (and mentoring)? Shirley Thompson PMP

2. Research Proposition • To explore project managers’ understanding and experience of coaching (and mentoring) • E.g. when is coaching used (e.g. who initiates) • what coaching is used? (e.g. options, models) • what are the outcomes / intentions? • (Mentoring included in interviews, but coaching was desired focus)

3. Origins of the Research • A professional project manager • coaching has helped my ‘soft skills’ • My own experience of selling my coaching practice • - q’s like what is coaching, why do I need a coach? • My experience of coaching PMs (& business owners) • - is my performance coaching model typical? • - is ‘executive coaching’ being used?

4. Research Method • Strongly drawn to Grounded Theory • - pragmatist (practical) • - qualitative tuned to ‘traditional’ research rigour • - ‘theory’ comes from data • - my own opinions would not influence (scientist)! • Would I or would I not do literature review first? • - lack of strong conviction => dithered (a foot in both camps!)

5. Literature Review • PM as coach • - managerial/leadership coaching • - team coaching • - (coaching definition assumed, coaching informal) • PM as coachee • - establishing methodology e.g. Agile • - ‘people/soft /emotional/political’ skills • Reflective practice of PMs • - recommended for learning • (+ Current research topics in project management success)

6. Literature Gaps PM as coach Development Motivation Learning Leading Project team Peers Reflection Learning PM as coachee Coach Peers Soft skills Process ‘Gap’s more about the lack of detail within the ‘squares’

7. Outline Research Design • Little is known about PMs and coaching -> Grounded Theory • Participants are not pre-planned! (But <6months project!) • NB Ethics: I knew none of my participants prior to interviewing and sometimes had been introduced by other students • - Experience1 : Managers of project managers • - Experience2 : Project managers who had experienced coaching • - Experience3 : Coaches of project managers • - Various industry types: IT, University, County Council, Oil, Telecomms • - Wide range of company size: corporate to individual consultants

8. Round 1 participants • Ex Telecomms Mgr • - had run PM accreditation program using coaching (Bresser, Gallwey) • Coach (and PMP): • - has small number of individual PM clients • 2 Managers of PMs • - in University and County Council • Senior PM in IT global company

9. Round 1 interviews • Semi-structured • - almost unstructured (knowledge of coaching unknown) • Discovered: • - coaching / mentoring overlap • - managers have to encourage to share practice • - coach training considered necessary for ‘change’ projects • - very little formal coaching • - all coaching needs a ‘champion’ • (I needed larger company where coaching embraced!)

10. Round 2 participants • 2 senior PMs in global corporate • - 1manager, responsible for methodology/process • - 1years of global PM experience • 2 senior PMs in separate large US organisations • - had worked together and coached each other • Senior project manager in IT (different area to R1) • - has small number of individual PM clients • 1 PM in the Country Council (had worked for R1 mgr) • +

11. Round 2 interviews • Discovered: • - mentoring is more prevalent than coaching • - mentoring can be formal and informal • - coaching is used for establishing process (coaching still has sports connotations?) • - mentoring is often driven by the mentee and developmental • (I may have to change my own view about coaching!) • - those who’re passionate about coaching coach others • - coach training is minimal for managers and PMs (and the amount affects confidence in coaching) • - mentoring training minimal to zero (common sense?)

12. Round 3 interviews • From 3 very different project management consultants! • Discovered: • - coaching is common sense • - coaching is what you make it • - coaching doesn’t sell; the outcome sells • - encouraging people to consider themselves expert in a strength and to mentor; introduces coaching to PMs • - consultants can provide training/coaching structure (but not necessarily call it coaching) – internal shared practice ‘haphazard or falls by the wayside’

13. Champions of coaching : Themes • Coaching (and mentoring) options • - definition vs. interpretation (p39) • - formality vs. informality (p41) • (+ ‘value’ and ‘training’) • Organisational context • - coaching availability • - PM career path (+ PM as coach/mentor expectation) • Project manager competence • - requirements • - motivation • (No wonder champions needed to show leadership!)

14. Causal analysis: Influencing Change • coaching • options • organisational • context • PM competence • (theory/ • training) • practice/req’ts • req’ts/motivation

15. Developing Star Performers • - Barriers to coaching • - coachee: openness, understanding of coaching • - coach: mgt style, lack of training, cost, time, beliefs • - organisation: finances, skill not valued, virtual teams • - Motivators to coaching • - organisation: use what works, cost savings • - coach: believe right thing to do, personal satisfaction • - coachee: self-reflection is hard, believe it will help, role models • (+ culture, values, beliefs, leadership?)

16. Developing as Coach and Coachee Coach Coachee PM is manager or leader Seek formal coach Formal mentor Formal mentee ‘Change’ project Informal mentee Mentor PM skills e.g. risk Able to share with peers Help peers share best practice Able to reflect, talk to mgr Increasing exposure to coach training More coaching tools/techniques Decreasing influence on instigation Increasing sensitivity to others