December, 2002Copyright © 2002 by Stuart Kaufman Practical Coaching Skills for Project Managers (How to help your project team help themselves)Stuart N. Kaufman, MS, MBAMetamorphosis CoachingPurposeful EvolutionDecember, 2002Copyright © 2002 by Stuart KaufmanStuart Kaufman, MS, MBA•Project Manager–Healthcare marketing, sales, PM•Pharmaceutical•Medical Device•Managed/Integrated Care–PMI member since 1994•Management & Communications Coach –Project Managers–Business ManagersDecember, 2002Copyright © 2002 by Stuart KaufmanPractical Coaching Skills for PMs•Providing Constructive Feedback•Holding Team Members Accountable•Acknowledging Team Members •Goal Setting•Asking Provocative Questions•Active CommunicationDecember, 2002Copyright © 2002 by Stuart KaufmanIntroduction•This presentation contains practical ideas to make you a more successful PM•While the concepts may seem familiar, ask yourself these questions:–How comfortable am I in using these skills?–How confident am I in using these skills?–How often am I using these skills?–What do I want to do different related to the use of these skills?December, 2002Copyright © 2002 by Stuart KaufmanPresentation Goals•Learn how to increase your effectiveness and value as a positive communicator and Project Manager by the regular use of coaching skills–Achieve measurable improvement in team members completing their work within scheduled time and budget –Increase your value to your organization and your opportunities for advancementDecember, 2002Copyright © 2002 by Stuart KaufmanWhat is Coaching?•Coaching is the process of supporting and empowering people to successfully accomplish their goals–Hold people accountable for what they commit to–Acknowledging people’s contributions–Provide support, encouragement, feedback and motivation–Clarify goals & direction–Ask provocative questions–Listen activelyDecember, 2002Copyright © 2002 by Stuart KaufmanLeroy Lockhorn Communicates!December, 2002Copyright © 2002 by Stuart KaufmanWho uses coaching skills?•An individual who strives to effectively support the growth, development and/or progress of another individual–Project Managers–CEOs–Directors–Line Managers–ParentsDecember, 2002Copyright © 2002 by Stuart KaufmanCoaching Guidelines I for PMs•Support team members in discovering their own solutions •Team members typically have the answers to solve their issues. You are the guide •You guide team members by insuring they understand their goal, asking provocative questions and using active listening skillsDecember, 2002Copyright © 2002 by Stuart KaufmanInter-relationships•Feedback•Accountability•AcknowledgementDecember, 2002Copyright © 2002 by Stuart KaufmanFeedback •What is it–Information provided to another person, or group of people, that results in either a change or continuation/reinforcement of a certain behavior or situation•Why is it important–Feedback helps us either modify or sustain our current behavior or state of affairs so that a desired outcome is achievedDecember, 2002Copyright © 2002 by Stuart KaufmanTypes of Feedback–Verbal •Directive vs. Collaborative•Asking for clarification or agreement•Acknowledging work•Requesting a change in behavior–Nonverbal •Posture•Eye contact•Facial expression•Hand gesturesDecember, 2002Copyright © 2002 by Stuart KaufmanProviding Constructive Feedback –so people will listen –Be diplomatic, tactful and respectful–Maintain people’s self-esteem & confidence–Give people the benefit of the doubt–Explain your purpose –make it constructive–Pay close attention to what is being said and how it is being said–Use active listening skills to insure people feel understood–Focus on the situation, issue or behavior, not the person December, 2002Copyright © 2002 by Stuart KaufmanProviding Constructive Feedback –so people will continue to listen•Collaborative wording that open minds to be receptive–Tom, I can tell you are really working hard on this project and I appreciate your efforts. I would like to share some comments that may help contribute to your success. May I?–Bill, I would like to give you some constructive feedback that I believe will help you be even more successful. May I?–Linda, you are probably not aware of the impact of some of your recent actions. Here is what I am observing. What is your take on the situation?December, 2002Copyright © 2002 by Stuart KaufmanQuantifying FeedbackDecember, 2002Copyright © 2002 by Stuart KaufmanFeedback Summary•Be collaborative•Be objective, stick to the facts•Acknowledge work that is going well•Be a good listener•Be supportiveDecember, 2002Copyright © 2002 by Stuart KaufmanAccountability–helping people succeed•What is accountability?–Responsible behavior whereby people do what they say they are going to do, by an agreed upon time–Most people want to be and are accountableDecember, 2002Copyright © 2002 by Stuart KaufmanHow to instill accountability–Clarify expectations & deliverables–Agree on expectations & due dates–Provide ongoing communication, monitoring & feedback–Establish formal feedback and status channels –Do systematic follow-up with documentationDecember, 2002Copyright © 2002 by Stuart KaufmanMore Accountability•What happens when team members aren’t accountable?–Ask questions, get the facts, don’t assume–Verify agreed upon deliverables and goals–Identify and address barriers & issues–Renegotiate when appropriate–Provide support and coachingDecember, 2002Copyright © 2002 by Stuart KaufmanThe Gift of Acknowledgment•What is acknowledgment?–Recognizing positive behavior or outcomes –Communicating appreciation•Positive feedback is a powerful motivator–Requires little time and expense–Requires conscious thinking!December, 2002Copyright © 2002 by Stuart KaufmanWho do you acknowledge?•Team members•Staff•Management –especially your boss!•Peers•Family•Friends•Store clerksDecember, 2002Copyright © 2002 by Stuart KaufmanGuidelines for Acknowledging Contributors•Specific behavior•Impact of contribution (project, organization)•Timely –today vs. next month•Public vs. private environment•Do it often –look for opportunitiesDecember, 2002Copyright © 2002 by Stuart KaufmanExamples•Tom, you did a great job at the all staff meeting last month!•Sue, I would like to acknowledge you for the high quality analysis you prepared on your weekly project report. It helped me more clearly present our project’s budget status at the senior management meeting yesterday. Thanks for your efforts!December, 2002Copyright © 2002 by Stuart KaufmanNonverbal Acknowledgement•Successories Cards•E-mail message•Pizza for the team•Lunch for individual•Certificate of Appreciation•Other ideasDecember, 2002Copyright © 2002 by Stuart KaufmanGoal Setting•Insure that each team member understands their specific goal and has a plan to achieve it•GROW* towards your goals!–What is the Goalthe team member wants to achieve?–What is current Reality? –What are the Optionsto close the gap between the goal and reality?–Is there a Work Plan with who/what/when?*John Whitmore, Coaching for Performance, 1996December, 2002Copyright © 2002 by Stuart KaufmanAsking Provocative Questions•A provocative question:–Helps team members clarify and take a solution-oriented approach towards resolving their issues and problems–Helps team members think about their situation differently by considering different options & approaches–Keeps team members accountable for their work–Keeps team members moving forward!December, 2002Copyright © 2002 by Stuart KaufmanMaking Active Communication Happen•Ask Provocative Question•Active Listening•Tell me more about•Active Listening•So what I am hearing is…..•Is that accurate?•It sounds likeyou are feeling stuck•Is that right?•Where do you go from here?December, 2002Copyright © 2002 by Stuart KaufmanSummary•Regularly using coaching skills will improve your effectiveness and success as a PM•Respectfully provide feedback and hold people accountable•Find frequent opportunities to acknowledge•Team members need to be clear on their goals and have a plan to achieve them•Actively listen to what people say•Ask provocative questions