We
are what we repeatedly do. Excellence,
then, is not an act, but a habit. – Aristotle
Let me introduce another NTPM 2014 conference speaker - Mike Rawlins, who shared his thoughts on: “Creating a coaching culture in projects –
enabling behaviours that make success inevitable”. Mike is an accredited Executive Coach and
Programme Manager specialising in business coaching and in leadership
development for project sponsors, managers and team members. He was previously
a senior IS manager with National Grid undertaking of roles in portfolio,
programme and service management in support of the Gas Distribution and
Electricity Transmission businesses in the UK.
Projects are delivered by people, for people and to people. Delivering
to time, cost, scope/quality (gold triangle) does not ensure the project success
any more. We need more: “achieving the outcomes that were intended – something
has changed for the better and in a way that was desired”.
What’s the definition of coaching? Through
effective questioning, coaching aims to raise awareness, have the coachee take
responsibility for their actions, and ultimately to improve their personal
performance (taken from one of the coaching workshops).
According to Mike: “coaching
is both a skill and an approach to personal development:
- A person who is
coached can develop not only new skills and behaviours but also a capability
for self-coaching that will continue
- Organisations
that develop a coaching approach to personal development create a culture where
the seeking and achievement of excellence becomes a habit and where support for
self and others becomes just what we do around here”. These are the
organisations we would like to work for, wouldn’t we?
So, a coaching
culture is “the collection of expected behaviours, shared beliefs and accepted
norms that define what it is to be part of the wider group.”
Coaching culture
leads to:
- people
are willing and able to help others;
- people
interaction is as much important as delivering the tasks
- sustained
behavioural changes that deliver long term value.
The signs
of coaching culture:
- speedier
and more precise decisions;
- earlier
recognition of and improved resolution of issues and conflicts
- creative
problem solving;
- effective
governance and control;
One of the questions asked during the session
was: “Are you a coach or a Project Manager” and the Mike’s answer was both.
Yes, I agree! Project Managers nowadays are more coaches and mentors than
managers. I’ve discovered 2 years ago (during one of the NTPM 2012 conference sessions
on coaching) that comparing to 20th century, where 80% of PM’s job was controlling and only 20% coaching and mentoring, in 21st century is the other way around: 80%
is coaching and mentoring and only 20% controlling. Although Mike did not
confirm that, I believe it’s true. During my training sessions I always
stress that we Project Managers do not control people but only project
activities and our job is to inspire, motivate and engage the team so they
deliver what is expected. Collaboration defined as interaction of team members
in such way to develop positive synergy where the team’s performance is greater
than the sum of individual’s performances, is the key to a project success.
Quoting
Mike: “A Project Manager can draw upon coaching principles to …
- Develop
awareness of self and through that awareness seek to improve personal behaviours
to achieve excellence;
- Engage,
motivate and empower others
- in
their team and project governance to improve behaviours
- and
to make better choices that will lead to sustained project success.
How to
create the coaching culture? Mike advices as follow:
- Lead
by example – never underestimate the impact of shadow of the leader;
- Pay
attention – listen, really listen, to what others are saying;
- Become
curious – always seek to further your understanding;
- Understand
the positive intent – the reasons why others behave as they do;
- Adapt
your style – to the needs of the team and the situation.
Let’s start
the change!
