How do project managers (PMs) use

coaching (and mentoring)?

Shirley Thompson PMP16Jan14

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)

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?

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!)

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’ skillsReflective practice of PMs - recommended for learning

(+ Current research topics in project management success)

Literature Gaps

PM as coach

PM as coachee

Peers

Peers

Project team

CoachSoft skillsProcess

ReflectionLearning

DevelopmentMotivationLearningLeading

‘Gap’s more about the lack of detail within the ‘squares’

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

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

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!)

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)

+

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?)

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’

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!)

Causal analysis: Influencing Change

coaching options organisational context

PM competence(theory/training) practice/req’ts req’ts/motivation

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?)

Developing as Coach and Coachee

Coachee Coach

Able to reflect, talk to mgr Help peers share best practice

Able to share with peers

Informal mentee

Mentor PM skills e.g. risk

Formal mentee Formal mentor

‘Change’ project

Seek formal coach

PM is manager or leader

Increasing exposure to coach trainingMore coaching tools/techniquesDecreasing influence on instigationIncreasing sensitivity to others