1. Coaching in Project Organisations People SIG Eleri Evans – Trans4rm Tim Lyons –

2. Focus ‘Whilst the link between attention and excellence remains hidden most of the time, it ripples through almost everything we seek to accomplish.’ FOCUS – Daniel Goleman ‘Whilst the link between attention and excellence remains hidden most of the time, it ripples through almost everything we seek to accomplish.’ FOCUS – Daniel Goleman

3. Coaching … hard to quantify ………..many viewpoints ….the reason for such large returns is clear: leaders cast a long shadow. “When they are able to walk their talk, people listen and are likely to follow suit, improving the levels of enthusiasm, trust, and team effectiveness throughout a team or organization.” Roudebush, Google, Bacardi and HSBC … a recent global survey of coaching clients by Price Waterhouse Coopers and the Association Resource center which concluded that the mean ROI for companies investing in coaching was 7 times the initial investment, with over a quarter reporting an ROI of 10 to 49 times. Based on an article by Matt Symonds in Forbes The commitment of corporate titans such as GE, Goldman Sachs and Google now sees spending on executive coaching in the US alone at more than $1billion per year. ….this must give some badge of quality to the concept of executive coaching it does also raise the worry that its real basis is academic theory rather than hard, practical ideas that can be used in the day-to-day workplace. Christoffe Haag Professor Konsatantin Korotov, takes the view that ambitious executives don’t only need to understand what makes others tick they need to recognise what is going on in their own personalities. And coaching can play a key part in making this happen. Perhaps, however, the most effective coach of all is staring back at you from the bathroom mirror every morning… The Desautels Faculty at McGill University in Canada.

4. Coaching …. “Coaching’s aim is to direct or guide a person or group of people towards a specific mutually determined objective. It is fundamentally about learning and unlearning. This is done through facilitating focus and awareness and by employing specific coaching methods and skills to help individuals, teams or groups to be more effective. “ Eleri Evans “Coaching’s aim is to direct or guide a person or group of people towards a specific mutually determined objective. It is fundamentally about learning and unlearning. This is done through facilitating focus and awareness and by employing specific coaching methods and skills to help individuals, teams or groups to be more effective. “ Eleri Evans ‘(Coaching is)… a methodology for change, to help people (and through them, businesses) to learn, develop and be the best they can be.’ Joseph O’Connor ‘(Coaching is)… a methodology for change, to help people (and through them, businesses) to learn, develop and be the best they can be.’ Joseph O’Connor

5. Projects…. ….and Coaching Set objectives and goals and create action plans Apply processes, methods, knowledge, skills and experience Plan and utilise resources Measure success around achieving project objectives Project Resources People Equipment Materials Intelligence Knowledge Expertise Coaching Resources Values Beliefs Behaviours Power Influences Actions and reactions Culture

6. Where is coaching used? Coaching for Personal Development Executive Coaching for Senior Management Manager as Coach Development Coaching Embedding Training Performance Management Coaching for Organisational Development Strategy Visualisation and Communication Change Programmes Selling Senior Leadership Team Performance Leadership Programmes Talent Management Leadership Pipeline & Succession Planning Creating High Performing Teams Role Specific Programmes Retention Approach Culture Change Raising the bar on Performance Creating a Coaching Culture

7. Coaching in the Project Environment …..today Executive Coaching for Project Management Manager as Coach “Coaching allows me to stand back, re-focus on my project and think clearly about how to progress. This helps take a lot of the complexity out of project management and keeps me focused on the outcome. Creating High Performing Teams Leadership Programmes “Now that coaching is used in projects, our project managers clearly have increased confidence, are much more willing to challenge and can find new ways to drive the project forward. Coaching definitely gives them the edge.” “I’ve not been disappointed – the project team has really stepped up. The team has taken ownership of all the project goals and consistently sees delivering the whole project (rather than their part of it) as the primary focus. l They work more effectively as a team and on a one-to-one basis, for example they are now able to raise and deal with conflict constructively Creating a Coaching Culture “I see this as the manager’s primary role - providing bespoke and contextualised learning that allows an individual to be fully effective and provide maximum value to the organisation. The manager as coach can also ensure that development activity is tailored to the aspirations of the individual as well as the future needs of the business “Creating a coaching culture requires a lot of effort. In most organisations everyone is busy and it is a challenge to get people to set aside time for their own development, let alone find time to support others. “We have used coaching - both access to an external coach and a network of internal ones - as the foundation of our Programme Delivery leadership Academy. Individuals have welcomed the chance to work through the complex issues they have been addressing with an experienced, but impartial, coach - allowing them to build both their knowledge and confidence.

8. Potential? What makes projects fail (IT) McKinsey / Oxford Study What makes projects fail (Construction) KPMG

9. What can coaching do to improve things?  Coaching enables people to be their best as individuals  Soft or hard skills?  Team coaching can align everyone’s objectives making them SHARED  Shared goals are more likely to be achieved  It allows team leaders to identify the superstars – earlier  It can help to match people to the tasks they best suit  A coaching culture can be self-sustaining – for the next project

10. Coaches are not for the meek…. “Coaches are not for the meek. They’re for people who value unambiguous feedback. All coaches have one thing in common. It’s that they are ruthlessly results-oriented.” - FAST COMPANY Magazine “Coaches are not for the meek. They’re for people who value unambiguous feedback. All coaches have one thing in common. It’s that they are ruthlessly results-oriented.” - FAST COMPANY Magazine

11. You never know what you might like… The most important thing people did for me was to expose me to new things. Temple Grandin The most important thing people did for me was to expose me to new things. Temple Grandin

12. Contact ….  APM People SIG  Eleri Evans – Trans4rm - eleri.evans@trans4rm.org.ukeleri.evans@trans4rm.org.uk  Tim Lyons – Gestionnaire Ltd – timlyons@gestionnaire.nettimlyons@gestionnaire.net APM emerging trends paper: Coaching in the Project Environment https://www.apm.org.uk/sites/default/files/project%20environment%20-%20epdf.pdf