Coaching For PMs and Scrum Masters Brian Vanderjack 1 Brian Vanderjack PMP MBA CSM SAFe BrianVanderjackGmailcom Provided as isno warranty Catalog 329 Coaching Defined Temporarily lead and individual or team through collaboration in an area where the PM or SM sees a need for special at ID: 766573
Download Presentation The PPT/PDF document "Coaching For PMs and Scrum Masters" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Coaching For PMs and Scrum Masters Brian Vanderjack 1 Brian Vanderjack, PMP, MBA. CSM, SAFeBrianVanderjack@Gmail.com Provided as is/no warranty Catalog # 329
Coaching Defined Temporarily lead and individual or team, through collaboration, in an area where the PM or SM sees a need for special attention. 2 Images side slide deck are from clipart.com
Objective Provide the audience with models to coach teams and individuals by, and make it actionable. 3
Outline Why coaching is important Foundations of coaching How to coach 4
Why Coaching is Valuable 5
Value for PMs and SMs On time deliverablesHelp troubled human resources Be viewed as in the gameSelf worth 6
Team Level Value Head off process problems Provide direction Tie effort to organizational goalsVision/passion Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Boston, MA: Harvard Business School Press/ (p. 169) 7
Value in General Truly successful people raise others up (p. 4)More successful individuals (p. 7) When a person feels good about themselves, it shows(see next slide) Maxwell, J. C. (2008). Mentoring 101: What Every Leader Needs to Know. Nashville, TN: Thomas Nelson, Inc. 8
When a person does not feel good about themselves, how does that affect the team? 9 ?
Framework 10
11 Trust Communicating Caring
Trust Prerequisite for persuading someone to adapt new behavior. changingminds.org 12
Trust Be honest Be responsible and accountable Do what you say you’re going to do. Be consistent Genuinely care about others Accepting smart failure Know what to say, and what not to say http ://www.monster.com/career-advice/article/6-steps-to-building-trust-in-the-workplace-hot-jobs 13
Trust Per Steven M. R. Covey… Talk straightDemonstrate respect Show loyaltyDeliver resultsConfront realitiesClarify expectationsListen first Keep commitmentshttp://www.speedoftrust.com/How-The-Speed-of-Trust-works/book (The speed of trust) 14
How do you restore Trust? 15 ?
The best way to start building trust is… …to trust yourself! 16 1
Communicating; General Idea Active listening Seeking true understandingCommunication plan http://changingminds.org/techniques/listening/dialogic_listening.htm 17
Listening Specific Tips Give full attention Communicate more/make timeLook for clarity and detail Explore every option…migrate to practicalUncover emotions/needsUseful feedback (not criticism) Paraphrase/reflect 18
If you are really listening, they already know that.
Communication Planning WhoWhatWhen WhereWhyHow 20
Caring Whole story Fishbone 5 Whys Pro/Con papersEmpathyKnow people on your teamsMeeting manners“Start with the end in mind.” (S.R. Covey) 21
Improvisational warmup. 22
Review relevant business objectives, then tie coaching to business activities Bower, K. M. (2012). Leadership Coaching: Does It Really Provide Value?. Journal Of Practical Consulting, 4(1), 1-5. 23
Passion comes from aligning the vision of the organization with the goals of the individual. (AKA WIIFM) 24
Effective Coaching Effective change is more likely to occur through small steps rather than large ones. 25 Hicks, R., PhD., & McCracken, J., PhD. (2010). Solution-focused coaching.Physician Executive, 36(1), 62-4. Retrieved from http://search.proquest.com/docview/200034884?accountid=35812
More on Effective Coaching Client understands there is a problemClient desires a change Planned approachClear communication channelsTwo way trust and rapport Purposeful pairing of client and coach 26 http://www.cpiworld.com/knowledge-center/blog/the-three-elements-of-a-successful-coaching-engagement
Coaching Advice for PM’s Be adaptableUnderstand the real issues Broad perspectiveStrength comes from self, not titleHonestly address risks and issuesReliable Maxwell, J. C. (2005). The 360 Degree Leader . Nashville, TN: Thomas Nelson, Inc. (pp. 286 – 291) 27
Coaching Advice for SMs JargonFlexibilityEarly guidance Servant leaderResourceful CeremoniesUpdate ALM 28
Picking the right time to coach and what to coach are critical decisions. 29 Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances . Boston, MA: Harvard Business School Press
Intensity of Coaching… Importance of the taskDemands of the workTime Table VisibilityThreatResponsibility of worker Maxwell, J. C. (2008). Mentoring 101: What Every Leader Needs to Know. Nashville, TN: Thomas Nelson, Inc. (pp. 70-71) 30
Be Ready To: Keep Do more of Start Stop Niemes, J. (2002). DISCOVERING THE VALUE OF EXECUTIVE COACHING AS A BUSINESS TRANSFORMATION TOOL. Journal Of Organizational Excellence, 21(4), (p. 66). 31
Tie business goals to their personal objective. 32
How to Coach 33
Maxwell’s Guide to Coaching (simple) I do it I do it – and you watchYou do it – and I watch You do it Maxwell, J. C. (2008). Mentoring 101: What Every Leader Needs to Know . Nashville, TN: Thomas Nelson, Inc. (p. 17) 34
ENAB LE Model “Making change seem possible by igniting hope in the client” 35 Adams, M. (2016). ENABLE: A solution-focused coaching model for individual and team coaching. Coaching Psychologist , 12 (1), 17-23 . 2
ENAB LE Model Extoll preferred future Notice exceptionsActivate strengths and resources Build on what’s working Build up what’s not working TacticaL PlanEvaluation/Feedback 36 2
Extoll Key question: What is your goal for this person/team? Tell them what they is expected. Listen and watch to read between the lines to try and understand the person/team and any anxieties.37 E N A B L E
Notice Exceptions When has the person/team really delivered, and visa-versa?SWOT 38 E N A B L E
Activate strengths and resources Engage the strengthsStrengthen and/or avoid weaknesses 39 E N A B L E
Build on what’s working Look for areas where strengths can be exploited. 40 E N A B L E
Build up what’s not working Fix or hide weaknesses. 41 E N A B L E
TacticaL Plan ‘What are you going to do in the coming days or weeks?’ Short term, achievable goals (SMART) 42 E N A B L E
Evaluation/Feedback Monitor, provide feedback, and guideKeep focus on goal and improved behavior 43 E N AB L E
Summary 44
Summary Why Coaching is important Foundations of coaching How to coach 45
Coaching For PMs and Scrum Masters Brian Vanderjack 46 Brian Vanderjack, PMP, MBA. CSM, SAFeBrianVanderjack@Gmail.com