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